ABSTRACT
Every organization has its own unique culture-its values, vision, mission, and expected codes and standards of conduct. Culture is the personality of the organization. No single individual is responsible for culture, but some individuals have more in²uence than others do. The characteristics of culture are shaped by the collective behaviors, decisions, and actions by many different leaders and organizational events over time. Many of these leaders have come and gone with their different styles, agendas, personal goals, and organizational expectations. Culture plays out in a variety of ways. One can observe characteristics of culture from how information is communicated, if and how feedback is given, how performance is de¥ned and managed, and how key business process activities are cocoordinated within the organization. Culture is re²ected in the way the organization is structured, whether work is conducted cross-functionally or within individual silos, how the hierarchical levels are set up, and how the chain of command and span of control work. Culture is often de¥ned by the type of industry, the backgrounds of the executives, the discipline of systems and processes, and the less-formal rituals, symbols, and rumor mills in the organization. Culture is even re²ected in how and why meetings are held in an organization. Often, there is a big difference in culture between the mission statement on the lobby wall and the actual behaviors and practices behind the lobby doors.
