Understand the nature and direction of the relationship, and how the underlying energies can be harnessed, focused, and controlled, has important implication for productivity and business result. Since organizational practices are components of organizational culture, let begin our development by recalling the meaning, content, and consequences of organizational culture and then coming back to our topic of discussion. Organizational culture can be defined in much way. In second place, he organizational culture based on bureaucratic structure with compartmentalized jobs. In that form of organization, the managers and engineers study and define the tasks and the workers execute them.
Employees learn their job by following rigid rules under tight supervisors.
Workers are team members and are trained to accomplish diverse tasks and are flexible to organizational changes by being given the opportunity to participate in the decision making- process. As we can derive from the above development, each organization develops its own culture based on a specific philosophy that supports the other components and ties them together in form of unwritten laws that drive activities and people s behaviors within the organization. In fact, the image each employee has of the organization determines how he or she feels about the company he belong to and will be the main reason that lead him or her to loyalty or turnover. The next dimension we must mention is the value or the philosophy that is the foundation of beliefs on which the company is built. For instance, J.C. Penny is diversity oriented, whereas Walt Malt values clients satisfaction .The managers develop the unique tradition made up rites and rituals that will support the Company s activities and employees behaviors on the daily basis.