achieved. While individuals do not all hold the same values, a considerable overlap exists. The values and beliefs that are generally shared in a society form the social culture.
Corporate culture also consists of shared values and beliefs. However, some of these values may stem from the organization itself -- from the corporate mission and strategy, or the expecta-tions of leaders. When people join an organization, they usually accept the company's purpose, goals and rules as conditions of employment. To the extent that they accept these values, they supplement their personal values. Yet they may also continue to hold personal values which are not the values of the organization.
Studies of organizational values have shown that top execu-tives frequently have a major influence on shaping the organiza-tional culture, even when they do not project the values held by employees. In one study, employees were asked to identify the organizational values they considered to be most important. Although the interviews were conducted at two very different organizations, the corporate headquarters of a large fast food organization and a high technology manufacturing company, the responses were very similar. Both groups identified concern with people, ethics, and customers as the top three priorities. How-ever, most employees at the fast food company believed that their company acted in an "ethical and honest" manner, while many at the high tech firm reported that their top management was dishonest and "opportunistic," rather than ethical. The surveys suggested that when "leaders do not adopt or act on a value" it is not reflected in organizational actions, "even if a large percentage of employees espouse the particular value."?FN1Cathy A. Enz, ?MDUL?Power and Shared Values in the Corporate Culture?MDNM? (Ann Arbor: UMI Research Press, 1986). pp. 34-35.
It is interesting to note that both groups of employees had criticisms about ...