The culture of an organization does not arise from air. Once established, rarely fades. What forces influence the creation of a culture? What invigorates and keeps these forces once they have established? , We add What is the role of the foundations, principles of the company stated in terms of its objectives in relation to the organizational culture? What is the role of manager? What is the staff, that of the customers, suppliers? The emphasis is on remembering that the original culture is derived from the philosophy of the founder. This in turn strongly influences the criteria used in recruitment. The actions of the current senior management set the general climate of what is acceptable behavior and what is not. The founders of an organization traditionally have a greater impact on the initial culture of these organizations.

They have a vision of what should be the organization. They are constrained by custom or previous ideologies. The small size that generally makes the new organizations any means over the imposition of the vision of the founders of all members of the organization (Robbins, 2000). Consider as Robbins notes, “Organizational culture refers to a system of shared meaning among its members and that distinguishes one organization from another.” The organizational culture is based on the values, beliefs and principles that constitute the roots of an organization’s management system, as well as the entire management procedures and behaviors that support these basic principles. Management must be careful when giving way to the manifestation of a culture conducive to the company, that all members understand it, agree to take responsibility to act in favor of developing it as authentic to their needs and generate results win-win, plus that culture is manifested by symbols, languages, rituals, myths that are created and disseminated by some managers to influence the behavior of members of the company. Consider Moreover, the arguments presented by Katz and Khan (1970), when they indicate “any organization creates its own culture or climate, with its own taboos, customs and styles. The climate or culture of the system reflects both the norms and values as their formal system reinterpretation in the informal system (…) and reflects the internal and external pressures on the types of people the organization attracts, its work processes and physical distribution of the modes of communication and the exercise of authority within the System.

” You have to be careful once you start you are given, keeping in mind their duties, as Darwin says Ebert Aguilar: Management Managerial flexibility, evaluate and modify the direction of the company. Use communications technologies, that in view of globalization. Make known that the most important thing is human resources. Competitiveness and Innovation. Training ongoing prosperity and quality of results. Discipline, horizontality, participation, responsibility, mutual respect, honesty. Form: leaders, change agents and relief personnel. Communicate a sense of identity to members of the organization. Support the commitment to something greater than myself. To strengthen the stability of the social system. Facilitate premises recognized and accepted for decision making The cultural artifacts, motivate staff and facilitate group cohesion and commitment to relevant goals. Add: Commit to perform effectively its social responsibility with the humanization of work satisfaction to the needs demanded by consumers Finally we should not overlook as indicated recalls show Ebert and Yvan Allaire and Mihaela E. Firsirotu, (1992) the three main factors: The values and characteristics of the surrounding society. The organization’s past and have given guidance that the former leaders.