Shared ExperiencesThe collective shared experiences of employees over the course of a firm's history. For example, challenges that were faced together and overcome can build a sense of belonging, fulfillment and comradeship.
Tone At The TopTone at the top is the behavior of a company's executive management. For example, a CEO that is admired versus a CEO that is viewed as dishonest or incompetent. This impacts behavior across a firm as employees tend to mirror the behavior they see at the top.
Company ImageHow employees view the firm. For example, a firm that is viewed as innovative as opposed to a firm that is viewed as inefficient and backwards.
ExpectationsThe basic expectations that emerge within a firm such as an expectation that meetings will start on time and everyone will be prepared.
NormsThe boundaries of acceptable behavior such as a firm where swearing is common versus one where it is viewed as unacceptable.
Management StyleThe style of management that prevails. For example, a command-and-control environment where authority is everything versus a firm where managers are expected to influence without overrelying on their authority.
HabitsCommon habits such as a firm where employees typically keep workstations and common areas clean and tidy.
TraditionsTraditions such as welcome lunches for new employees and goodbye parties for departing coworkers.
LanguageThe unique vocabulary that emerges within a firm. This is an element of culture that can distinguish between newbies and experienced employees. As such, learning the language signals that you're a member of the culture.
LoyaltyLoyalty to a firm and its mission.
ComraderyThe degree to which employees identify with each other and enjoy a sense of teamwork.
CompetitionThe intensity of competition between employees.
FairnessFairness and perceptions of fairness. For example, a firm where valuable contributors are promoted as opposed to the friends of managers.status quo.
Unspoken RulesUnspoken rules such as a firm where everyone must stay at work until their manager leaves in the evening.
Tolerance for DisagreementThe personal resilience that is expected of employees such as an ability to handle disagreements and criticism.constructive criticism is the norm as opposed overly harsh or personal criticism.
|Overview: Work Culture
Intangible aspects of an organization that emerge with the shared experiences of employees.
Also Known As