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Many organizations assume they know what their culture is. Often they think it can be summed up in a slogan, like: “We have a culture of innovation” or “We’re an action-based culture.”

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Steps to Determine the Organizations Culture


Corporate Culture is loosely defined as the attitudes, behaviors and personalities that make up the workforce. It is invisible much like air. It is there, it’s vitally important and it’s hard to describe. Corporate culture is recognized as having an impact on effectiveness of compliance.

Every organization has an existing culture, therefore the first task is not to create a new culture and identify what currently exists so you can assess where the improvements are needed.

Many organizations assume they know what their culture is, thinking that it can be summed up in a slogan, like: “We have an innovative culture” or “We’re a quality based culture.” Assumptions are made that the values statement describe the current culture. Ideally, the values statement should be an expression of the organizations “shared values” serving as a  description of the corporate culture. Views and opinions are not necessarily accurate.

The best approach is to begin by setting aside your values statement and opinions and hear directly from employees.  There are a variety of sources to gather input, including surveys, focus groups, and formal/informal interviews. These  methods assist to determine what employees really think.

Existing corporate culture rolls over from one generation to the next through stories and informal value systems. Exploring past stories and informalities by digging deeper will show whether a  pattern is occurring and what stories survived the longest and traveled the furthest?

Do employees seem willing to believe a story about excessive executive perks, even if it’s not true? Most importantly, determining what lessons are drawn from these stories. A good example would be if a senior executive has been fired and the perception is that there was an ethics violation, is this interpreted as a reinforcement of “the way we do business here,” or are people surprised and skeptical about what it really means. It is suggested to broaden the perspective by interviewing former employees, suppliers, customers and  competitors  from the outside perspective it will help you complete the picture of your true culture.

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