Ever heard of organizational culture?

The concept


Implementing a successful organizational culture is one of the challenges that companies face.

The organizational culture is considered the company’s identity and reflects a set of values, principles and rules that work as a strategic map capable of guiding and aligning the behaviour of employees and managers.

In this sense, people must be committed to the organization’s mission, vision and values. It is believed that, in this case, when people are aligned with the organizational culture and find a leader who lives and promotes that same culture, a win-win balance is found: motivated people focus on their individual goals and simultaneously seek to promote the prosperity of the organization.


4 types of organizational culture


Power Culture

It is characterized by the centralization of power in a single person, usually the founder or CEO. The focus is on results; therefore, competition between professionals is standard, damaging the relationship between colleagues and, consequently, the corporate environment. In this case, there may be some business growth, but it is expected only to be momentary since the organizational climate is discouraging and demotivating.


Role Culture



This type of culture is guided by bureaucracy. The processes are very structured, rigorous and inflexible. In this type of culture, there is no room for suggestions for improvement and self-indulgence, such as little interest in professional development, becomes the most typical “way of being”.


Task Culture


In this culture, professionals take an active role in innovatively solving problems. The tasks are based on the professionals’ areas of expertise and knowledge, enhancing creativity and the feeling of freedom. The flexibility that exists in this type of culture promotes interaction and sharing between teams.


Person’s Culture


The success of companies is a reflection of the people who constitute them; therefore, in this type of culture, there is a practical concern for people and their well-being being taken into account when organizational strategies are outlined. In this sense, career plans are developed, employees’ talents are promoted, training is invested, and benefits such as health insurance and permanence bonuses are awarded.

Factors that contribute to the creation of organizational culture


First of all, it is essential to remember that although the types of corporate culture are excellent references.

  • there is no perfect formula for creating an organizational culture;
  • the organizational culture must reflect the organization’s DNA;
  • organizational culture is not static – as the team grows, people bring different experiences that can contribute to adapting/improving the existing culture.


So, here are some factors that guide the implementation of organizational culture:


Make known the company’s history: Employees must know the company’s history, for example: how it was born, what were its difficulties, what its ambition is, what has been overcome, inspiring people;


Define the mission, vision and values: The organizational culture is considered a company’s identity, so knowing where and where you want to go is essential. It is, therefore, necessary to define its mission, vision and values and communicate it to teams and new employees so that there is consistent and aligned behaviour among all that results in the achievement of the objectives set by the company.


Invest in people: Companies are made up of people. An organizational culture that looks at its people and promotes high satisfaction levels in the internal environment will have people committed to it and who will “wear the shirt”. Some people seek to work in specific organizations because of their culture and way of being in the job market.


Develop a communication culture: communication is essential in sharing and consolidating organizational culture. Simple strategies such as periodic team meetings, the use of internal chats, the creation of WhatsApp groups and sending newsletters allow the development of a communication culture that facilitates the exchange of information and feedback between employees and managers, contributing positively to the organizational climate. In addition, events, celebrations of commemorative dates, and team-building activities are always moments that encourage the sharing of the company’s values and promote a good atmosphere among the team.


Conduct internal interviews: it is essential that the organization is interested in listening to its employees. For this reason, internal discussions, usually carried out by HR, providing for professional secrecy, will allow leaders to perceive, among other information, whether the organizational culture is well transmitted, whether workers identify with it, what impact it has on the people’s daily lives and whether they are aligned with the company’s strategy.



Currently, the organizational culture is an excellent ally in the consolidation and growth of the organization. For this reason, when discussing strategic business management, the corporate culture must be an integral part of it and assumed as a crucial pillar for the development and success of any business.

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