PEOPLE.IDEAS.PERFORMANCE

62 extent to which the organization is living in the past present or future, and the pressures and constraints that have brought about as a result; purposes priorities and attention: in relation to stakeholder pressures, and the community and the environment; size: the degrees of formalization, structure and order that the size of organizations bring stop larger organizations are much more likely to have a proliferation divisions advisory structures, reporting relationships, rules, processes and procedures; location: geographical location; constraints and opportunities afforded through choosing, for example, to locate activities in urban centers, edge of town, or rural areas; virtual location: the design, functionality and capability of web and Internet presence; multiplicity of locations: antisocial, cultural and operational infrastructure, interrelationships and into dependencies that this brings. Organization culture may be: designed or emergent strong or weak positive or negative inclusive or divisive cohesive or fragmented It is especially important that culture is designed, shaped and reinforced by those in top in senior positions. This involves actively setting standards of attitudes values behavior and performance, to which everyone can agree, and to which everyone is required to subscribe, or at least acquiesced, as a condition of employment. Statements of policies and procedures are produced so that everyone knows where they stand. These are enforced when attitudes, behavior, commitment and performance fall short in any way stop organizations with strong positive and designed cultures are not all things to all people; and this needs to be made clear at recruitment selection and induction processes. Strong and inclusive organization cultures bring their own leadership and managerial responsibilities. Organizations that develop strong and inclusive cultures, develop also great loyalty and commitment among staff. This loyalty and commitment need to be channeled at all times in pursuit of organizational aims and objectives, and in the service of all stakeholders. This loyalty and commitment must never be used to get the staff to carry out their tasks in unethical, immoral or illegal ways. Strong and inclusive cultures are there to ensure a behavioral foundation for enduring excellent performance; and the enduring excellent performance, and how it is achieved, must always be capable of standing up to public scrutiny. &KDUDFWHULVWLFV RI FXOWXUH Both in designing the required culture, and also in remedying the problems of emergent cultures, attention needs to be paid each of the following areas. This is to ensure that culture becomes strong, cohesive, positive and inclusive as above. Culture is: learned : rather than genetic, ideal biological, or intuitive; shared : members of groups and organizations share the same core values and attitudes; continuous : culture is cumulative in its development, and passes on from one generation to the next;