The heroes printed much of their characteristics to the characteristics of organization. Ray Kurzweil is open to suggestions. Standards: not always present paper, but flow through the organization, identifying behaviors that are possible and they are not. Communication: The process of transmission and circulation of information within the organization, comprising all types of communication, whether formal or informal, verbal or otherwise. Do not forget that the roots of organizational culture are the principles and philosophy of how to conduct their business, that is, why do things like doing. The culture of an organization is reflected in the values and principles that management preaches and practices in their ethical standards and government policies, in relations with those who detect their interests (especially in their dealings with employees, unions, shareholders, vendors and communities where it operates), in their traditions, their supervisory practices, attitudes and behaviors of employees, in the events that people repeat of the organization, in There are pressures of peers, in the policies that permeate the work environment. All of these forces, some of which operate in a very subtle, combine to define the culture of an organization. Sometimes the elements of culture emerging from the vision of the company, its strategic purpose and key components of its strategy. Success is the happy result of a business, action, etc..
Good acceptance to have someone or something. Order or termination of a business or issue. (Encarta Encyclopedia 2002). Gladys Rivera reminds us that organizational culture is the backbone of the organization that are present in all functions and actions undertaken by all members. To this end Monsalve (1989) believes that culture is born in society is given the resources that society provides and represents an active factor that promotes the development of that society. Other authors add more features to the culture, as in the case of Katz and Kahn (1995) when they raise the research on organizational culture have been based on qualitative methods, because it is difficult to evaluate the culture objectively because it is based on shared assumptions of individuals and is expressed through language, norms, stories and traditions of their leaders .
Culture determines the way a business works, this is reflected in strategies, structures and systems. It is the invisible source where vision acquire their guide to action. The success of transformation projects depends on the talent and the ability of management to change the culture of the organization according to the demands of the environment. In this regard Deal and Kennedy (1985)) see corporate culture as “the conventional behavior of a society that shares a set of values and beliefs and these in turn influence their actions.” Therefore, the culture to be learned, it evolves with new experiences, and may be changed if it understood the dynamics of the learning process. In conclusion, a culture organizational ethics has a positive impact on long-term strategic success of a company, an ethical culture that is not lead to failure to organizations, as things tend to “fall under its own weight” or the organization can “self-destruct” . The values and ethical standards should be stated explicitly and disseminated, understood and internalized by each and every one of those who work within an organization, must also be rooted in the organizational culture.