Corporate culture

Work for everyone at a level consistent with their level of potential capability, values and interests.

Opportunity for everyone to progress as his or her potential capability matures, within the opportunities available in the organization.

Fair and just treatment for everyone, including fair pay based upon equitable pay differentials for level of work and merit recognition related to personal effectiveness appraisal.

Leadership interaction between managers and subordinates, including shared context, personal effectiveness appraisal, feedback and recognition, and coaching.

Clear articulation of accountability and authority to engender trust and confidence in all working relationships.

Articulation of long-term organizational vision through direct communication from the top.

Opportunity for everyone individually or through representatives to participate in policy development.

The role of managerial leadership at every level [...] are the means of making these organizational values operationally real.^[16]
Usage[edit]
Organizational culture refers to culture in any type of organization including that of schools, universities, not-for-profit groups, government agencies, or business entities. In business, terms such as corporate culture and company culture are often used to refer to a similar concept. The term corporate culture became widely known in the business world in the late 1980s and early 1990s.^[17][18] Corporate culture was already used by managers, sociologists, and organizational theorists by the beginning of the 80s.^[19][20] The related idea of organizational climate emerged in the 1960s and 70s, and the terms are now somewhat overlapping,^[21][22] as climate is one aspect of culture that focuses primarily on the behaviors encouraged by the organization ^[23]
If organizational culture is seen as something that characterizes an organization, it can be manipulated and altered depending on leadership and members.^[24] Culture as root metaphor sees the organization as its culture, created through communication and symbols, or competing metaphors. Culture is basic, with personal experience producing a variety of perspectives.^[24]
The organizational communication perspective on culture views culture in three different ways:

• 
  Traditionalism: views culture through objective things such as stories, rituals, and symbols
  
• 
  Interpretivism: views culture through a network of shared meanings (organization members sharing subjective meanings)
  
• 
  Critical-interpretivism: views culture through a network of shared meanings as well as the power struggles created by a similar network of competing meanings.
  

Business executive Bernard L. Rosauer (2013) defines organizational culture as an emergence – an extremely complex incalculable state that results from the combination of a few ingredients. In "Three Bell Curves: Business Culture Decoded",^[25] Rosauer outlines the three manageable ingredients which (he claims) guide business culture:

1. 
   employee (focus on engagement)
   
2. 
   the work (focus on eliminating waste increasing value) waste
   
3. 
   the customer (focus on likelihood of referral)
   

Rosauer writes that the Three Bell Curves methodology aims to bring leadership, their employees, the work and the customer together for focus without distraction, leading to an improvement in culture and brand.^[25] He states: "If a methodology isn't memorable, it won't get used. The Three Bell Curves Methodology is simple (to remember) but execution requires strong leadership and diligence. Culture can be guided by managing the ingredients." Reliance of the research and findings of Sirota Survey Intelligence,^[26] which has been gathering employee data worldwide since 1972, the Lean Enterprise Institute,^[27] Cambridge, MA, and Fred Reichheld/Bain/Satmetrix research relating to NetPromoterScore.^{[28][clarification needed]}
Ukrainian researcher Oleksandr Babych in his dissertation formulated the following definition: Corporate culture is a certain background of activity of the organization, which contributes to the strengthening of the vector of effectiveness depending on the degree of controllability of the conscious values of the organization, which is especially evident in dynamic changes in the structure or type of activity. This background includes a set of collective basic beliefs of the participants of the organization (Babych, 2005).^[29]
Typology of cultural types[edit]
Typology refers to the "study of or analysis or classification based on types or categories".^[30] Organizational culture and climate may be erroneously used interchangeably. Organizational culture has been described as an organization's ideals, vision, and mission, whereas climate is better defined as employees' shared meaning related to the company's policies and procedures and reward/consequence systems.^[31] Many factors, ranging from depictions of relative strength to political and national issues, can contribute to the type or types of culture that can be observed in organizations and institutions of all sizes. Below are examples of organizational culture types.