Hodge and Anthony define culture as the set of important (often unstated) understandings that members of a community share in common. It is the conduct of human beings who are part of an organization and the meanings that people attribute to their actions. Culture includes organizational values, visions, norms, work language, system, symbols, beliefs and habits (Schein,1992). Organizational culture represents the collective values, beliefs and principles of organizational members and is a product of factors such as history, product, market, technology and strategy, type of employees, management style, national cultures and so on (Needle , 2004.P. 75).1.2. THE FORMATION OF CULTURE Because concepts of culture can be so difficult to fully understand or measure, many theorists have differing opinions about how exactly culture is formed within organizations. Edgar Schein, Christian Scholz and Meryl Louis have their explanation of culture and its formation as follows: • Schein's stages of formation of culture in groups: people form groups that seek the satisfaction of needs. They bring goals, values ​​and even hopes to the group process and strive to find a situation where, in most cases, they can get what they want. Schein has an excellent coverage of the formation and growth phases of the group. Group formation and maintenance depend on norms, shared values, and so on as the glue that holds members together so that they constantly seek to find and preserve commonalities. The first step is what Schein calls the “dependency confrontation” question. Here, the question of the will to lead the group is the focal point, and culture is easily seen as the force contained therein. The group is looking for someone to give them direction. Which individual members... middle of paper... c possible activity: human relationships.Hampden-Turner and Trampenaars have identified seven “sets” of values ​​that they believe are crucial to economic success: • Universalism vs. Particularism: determines whether each situation it is approached according to a universal set of rules or according to its particular merits. Analyze or Integrate: Are we more effective as managers when we analyze phenomena in parts or when we integrate and configure those details into whole models, relationships, and larger contexts? • Individualism vs communitarianism: examines the degree of focus on each individual, his or her rights, motivations, rewards, capabilities and all attitudes as opposed to the progress of the organization as a community of which all its members are a part. • Inward and outward directed orientation: which guides are most important