| Corporate Culture is something that you can not | | | | statement, developing a base for trust and respect for |
| define, but you know it exists when you see it. It is | | | | each other among employees is essential |
| intangible, a state of mind, a feeling and a system of | | | | establishment in creating a sustainable corporate |
| shared meaning infused in members and businesses | | | | culture. No rules and regulations can replace the |
| but several peripheral issues revolve around it. | | | | importance of trust. If employees feel that their |
| Corporate Culture is a distinguished feature, a set of | | | | contribution don't matter or they can not discuss |
| key characteristics that differentiates one organization | | | | overwrought possibilities, the environment at once |
| from the other. Corporate Culture is concerned with | | | | becomes foggy or even worse. There should be an |
| how employees perceive the characteristics of an | | | | environment of trust and respect within organization. |
| organization's culture, whether they like them or not. | | | | Team Orientation |
| Sometimes businesses ignore the importance of | | | | The degree to which work activities are organized |
| developing a coherent corporate culture in their | | | | around teams rather than individuals is a concept to |
| company, because they are concerned with profit | | | | develop corporate culture. Individuals work closely with |
| margins not with their asset (employees are the real | | | | each other and have the opportunity to know each |
| asset of a company). If companies are not having any | | | | other. They get comfortable with each other as time |
| strong culture, people get distracted from their | | | | gets them along and mock-up to the reaction that |
| assigned tasks, they become unfocused and start | | | | other people can show. Team development can lead |
| reevaluating themselves according to their capabilities | | | | to create success stories and appreciate coworkers |
| and their part in achieving company's goals. There are | | | | across departments or within team. Small incentives |
| few points that must be addressed before developing | | | | can encourage their behavior more and lead to a |
| a corporate culture in your organization. | | | | productive environment. |
| Define your organization's Vision | | | | Exemplary attitudes |
| Establishing and defining the vision of organization in | | | | Once a manager points out the deficiencies within |
| clear words is very important for both workers and | | | | team, he should begin the change process by |
| managers. It should be known that what is the aim of | | | | implementing change within himself. Then he can show |
| our organization and what are the areas that will be | | | | up his exemplary attitude and demand from his |
| valued to us. Stating what vision is will assist managers | | | | employees to become the next motives for others in |
| to develop strategies to achieve it within specified time | | | | organization's cultural change. |
| span and what is valued in culture can lead to | | | | Each of these characteristics should exist on a |
| coherent behavior that is required. | | | | continuum, so applying all these characteristics gives |
| Treat People with Respect | | | | the composite picture of a developed corporate |
| Business is all about trust. After defining a clear vision | | | | culture within an organization. |