ndemning 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 Moore as a part of organizational culture, and this represents the belief structure which permeates an entire organization (Moore, 1999, p. 210). 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 Moore cites, that of organizational climate. 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 environment the company is successful in creating. Dissatisfaction with the organizational climate is one of the main reasons that workers leave their current place of employment.
Rituals are an important part of culture in the anthropological realm, and they form an important part of culture in the c...