PEOPLE.IDEAS.PERFORMANCE

63 symbolic : based on the human capacity to symbolize, to use one thing to represent another, and to form an identity with symbols; integrated : changes in one area lead to changes in others; adaptive : based on human qualities of adaptability, creativity, innovation, and the need to progress; regular : when participants interact with each other, they use common language terminology, and recognized and accepted forms of behavior and address. Culture has: norms : distinctive standards of behavior; the ways in which people interact with each other; relations between and within ranks and hierarchies; general patterns of behavior and familiarity; habits; dress codes and modes of address and interaction; dominant values : advocated by the organization and required of all participants; philosophy : policies concerning beliefs and standards of performance, attitude, behavior and conduct. Organizational philosophies give the cornerstone for establishing what is rewarded, punished and sanctioned. Organizational philosophies must match the performance priorities that are rewarded; where there is mismatch, those involved north philosophies, concentrate awards; rules : formal rules underline constitution of the organization; informal rules that govern the interaction of individuals and groups basis; organizational climate : the combination of physical appearance and layout of the organization, with the collective overall attitudes and values, and the ways in which staff interact with each other, with the outside world. Each of these characteristics is a critical point of enquiry and potential influence, when managers seek to change, develop, enhance and improve overall organization culture, and collective and individual patterns of behavior and performance. &XOWXUDO IUDPHZRUN Deal and Kennedy (1982) suggested that the basis of corporate culture was defined and founded in six cultural elements: +LVWRU\ – A shared narrative of the past lays the foundation for corporate culture. The traditions of the past keep people anchored to the core values that the organization was built on. 9DOXHV DQG %HOLHIV – Cultural identity is formed around the shared beliefs of what is really important, and the values that determine what the organization stands for. 5LWXDOV DQG &HUHPRQLHV – Ceremonies are the things that employees do every day that bind them together. Examples include Friday afternoon get-togethers or simply saying goodbye to everyone before leaving for the day. 6WRULHV – Corporate stories typically exemplify company values, and capture dramatically the exploits of employees who personify these values in action. Stories allow employees to learn about what is expected of them and better understand what the business stands for. +HURLF )LJXUHV – Related to stories are the employees and managers whose status is elevated because they embody organizational values. These heroes serve as role models, and their words and actions signal the ideals to aspire to, the standards required, and the embodiment of everything that the company values in its employees. Deal and Kennedy additionally and crucially set great store by the prevalence and influence of the informal relationships and networks that exist in any social situation (work organization is a social as well as economic and operational situation). he informal – The informal networks and the informal players. Informal players include: