Much of the research literature on organizational culture have highlighted the central importance of values \u200b\u200band beliefs found in the nucleus social system of an organization. The most common topics of interest were the ways in which organizations develop and maintain these core values \u200b\u200band behaviors that accompany them or how these values \u200b\u200band behaviors are transmitted to new members of the organization.
Vicular management procedures with the assumptions and core beliefs is an important but often neglected in the study of organizational culture and effectiveness. The values \u200b\u200band beliefs of an organization give rise to a set of practical management policies or procedures, specific activities generally have their roots the values \u200b\u200bof the organization. These activities come from the prevailing values \u200b\u200band beliefs of the organization and reinforced. Specific policies and procedures are often difficult to separate the essential values \u200b\u200band beliefs and shared meaning system that sustains them. This is partly the reason the organizational culture often seems both mystical and practical.
Moreover most of the implicit ideas about the relationship between culture and effectiveness presented to date have attributed the success of organizations to some combination values \u200b\u200band beliefs, policies and practices, and the relationship between the two. "The effectiveness (or lack thereof) is a function of values \u200b\u200band beliefs, played by members of an organization." The specific values \u200b\u200bor agreement on the specific values \u200b\u200binfluence the effectiveness. This idea is perhaps more mystical explanation of why the culture of an organization debeafectar performance. Despite the strongly held beliefs, a sense of mission or the consistency that comes from a set of shared values \u200b\u200band beliefs, they do provide a foundation for coordinated action within an organization.
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