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The organizational culture also includes the dominant values of the group as a whole. These values relate to the level of importance given to specific items, such as absenteeism and quality. The company may have a policy condemning chronic tardiness, but disgruntled employees may use such behavior to rebel against increasing production quotas, layoffs or other perceived injustices. In this case, the organizational culture will be in conflict with management's goals until such time as a resolution can be reached.
Organizational philosophy is also cited by Luthans as a part of organizational culture, and this represents the belief structure which permeates an organization. Philosophical differences can be among the most difficult to resolve because they are not associated with specific behavior, but rather with the way in which each group approaches work, and the role that work is given in their everyday lives. The philosophy of an organization affects every aspect of the output of the group, and can be a point of concern when management's philosophy differs significantly from the workers' philosophy.
Organizational culture also includes the rules by which workers are expected to abide. Management is also affected by these rules. At the simplest level, rules are imposed by management on employees, and relate to attendance, work habits and procedures. The rules of a company help set the organizational culture in the amount of freedom they give to individual workers, and the roles that the rules set up between workers and managers.
These five characteristics contribute to the last factor which Luthans cites, that of organizational climate. Luthans describes this as the "feeling" which pervades the organization (p. 563). The organizational climate is not a concrete item, but describes how the company as a whole views individuals, how the individuals view the company, and what sort of atmosphere or en...