In recent years, a considerable amount of attention has been given to the concept of "corporate culture." Traditionally, the study of management and organizations has focused on economic and behavioral theories. This led to detailed studies of inputs and outputs, motivation, leadership styles, organizational structure and the nature of bureaucracy. Some analysts concluded that each organization has a unique character -- a driving force -- a culture -- that cannot be fully explained by existing theories and models. So the idea of corporate culture was born.
There continues to be disagreement over the nature and impact of corporate culture. Some writers believe it can be reasonably managed and modified, while others insist that it is inflexible and very difficult, if not impossible, to change. Nonetheless, as a concept it presents a new and useful way of looking at and understanding the nature of organizations.
?FL? The culture of an organization is part of its identity, ideology, philosophy and style. In many respects, "culture" has the same meaning whether it is applied to an organization or to an individual. It is based on a pattern of beliefs and values that provides direction and helps to shape behavior. It is not entirely internal because it is influenced by the expectations of others -- knowledge of customary behavior tempers individual impulses. Gen-erally, clture is the complete set of values, beliefs, and expectations which shape attitudes about society and serve as behavioral guides.
One of the interesting things about cultural influences is that they are almost automatic and tend to operate subconsciously. Individuals have enough to think about and struggle with in their daily lives without challenging culture. Granted, people are different and many do challenge social norms. But to the extent that values and beliefs can be conceptualized and internalized, a degree of stability, security and clarity if...