Culture is a touchy-feely concept that many people recognize but often find difficult to define. In general, culture is a set of shared values, beliefs, norms, and behaviors that shape the way people behave and act individually and in groups. In business, organizational culture follows the same concept and definition. It is the "Personality" of the organization, reflected in how employees interact with each other, with customers, and with the outside world. It is established by leaders and then communicated and reinforced through various methods. The word "Personality" emphasizes the organization's uniqueness; imagine your organization as a living person: What does it look like? How does it behave? How is it dressed? What does it like and dislike? What is its slogan or guiding value in life?
According to the previous definition, the main components of organizational culture are: 1) Values, which are an organization's core beliefs about what is important and are typically expressed through its mission, vision, and core values, such as customer focus, innovation, integrity, teamwork, and excellence. 2) Beliefs are the assumptions an organization makes about the world and how it works. They are often unspoken and taken for granted. Examples include believing that employees are the organization's greatest asset, that the customer is always right, that change is inevitable, and that everyone is working toward a common purpose. 3) Norms are the unwritten rules of behavior that govern how people interact within the organization, including how employees are expected to dress, communicate with one another, handle conflict, and deal with customers. 4) Behaviors are the way a person acts. It is the outward and external expression of a person's attitudes (attitude is an internal feeling or mindset that exists in a person's mind, while behavior is an external action that is visible to others; attitude is a good predictor of behavior).
Another way to understand organizational culture is through Edgar Schein's Model, which explains it as an iceberg with three levels: 1) Artifacts are the visible and tangible elements of organizational culture, such as the physical layout, dress code, language, and rituals. Artifacts are the easiest level of culture to observe and change. 2) Espoused Values are the stated values and beliefs of an organization. These values are often communicated through mission statements, value statements, and codes of conduct. 3) Underlying Assumptions are the deepest and most difficult level of organizational culture to change. They are often unconscious and shared by members of the organization without being explicitly stated. These assumptions can have a powerful influence on organizational behavior, even though they are rarely articulated explicitly.
Article By Dr. Eng. Amr H. Abayazeed - July 22, 2026.
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