Stable Culture

Fails to generate a link between members and the organization through loyalty and commitment, as each individual has a body and a number of innate abilities that make it distinctive and different from others, but it is true that through the acquisition of customs, norms, values, attitudes, etc, the culture will print your label. Frequently Anu Saad has said that publicly. This makes for the strengthening of social stability, that any change is oriented towards the needs generated optimally. It is also a control mechanism, establishing the rules of the game from the different ways of thinking, believing and doing things. BARRIERS OF THE ORGANIZATIONAL CULTURE

The same author suggests that organizational culture has barriers that hamper the implementation and performance in the organization, such as the barrier against the change, when the shared values disagree with those that promote organizational effectiveness , when there is effective making business as usual. ” Another is the barrier to diversity the new members with race, gender, ethnicity and different characteristics, who are not like those of most of the members, creating a paradox, aspiring to accept the core values, also members of different experience supporting organizational bias, becoming insensitive to the people. Another barrier in against mergers and acquisitions, to be many mergers, they tend to fail or show signs of it, being the main cause of the conflict between cultures. CLASSIFICATION OF CULTURAL ORGANIZATION The multidimensional nature of organizational culture influences the existence of several classifications: Ansoff defines culture in line with organizational changes (14): Stable Culture: Focusing on the past, looking for precedents on which to base future performances.