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1 Observed behavioral regularities: When organizational participants interact with one another, they use common language, terminology, and rituals related to deference and demeanor. 2 Norms: Standards of behavior exist, including guidelines on how much work to do, which in many organizations come down to “Do not do too much; do not do too little”. 3 Dominant values: There are major values that the organization advocates and expects the participant to share. Typical examples are high product quality, low absenteeism and high efficiency. 4 Philosophy: There are policies that set forth the organisation’s beliefs about how employees and/or customers are to be treated. 5 Rules: There are strict guidelines related to getting along in the organization. Newcomers must learn those “ropes” in order to be accepted as full-fledged members of the group. 6 Organizational climates: This is an overall “feeling” that is conveyed by the physical layout, the way participants interact, and the way members of the organization conduct themselves with customers or other outsiders. Culture is a word used to describe the behaviors that represent the general operating norms in your environment. Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress. Luthan suggested that it has been noticed that in an organizational set up people tend to react differently when they know they are being observed and when they are unaware of such observation. Participants when are engaged with each other they have a natural tendency to interact on their own terms. The use of common language, jargons and informal courtesies is a common practice amongst the employees. They are more likely to form unions with those individuals who share the same values, rituals, morals, ethics and standards. On the contrary they do posses the tendency to show deference, esteem and respect to each other’s mannerisms and traditions even if they don’t share the same emotions. Luthans also pointed out a notion that when employees are left at too much ease and there is a more than enough friendly environment they develop a tendency of doing less and less work. But at the same time they do feel that a certain amount of work is to be done if they are to retain their respective positions. This eventually becomes a cultural norm in the organization and employees are likely to adapt this as a standard. However, comes a point where a criterion is set and employees agree to do a certain amount of work as per the standard, not doing more and neither doing less. Luthans realizes that organization follows a prevailing set of principles and expects employees to abide by those standards. These may include better human relations with the diversified workforce, curtailment of malingering from the employees, increased efficiency and productivity and effective outputs on the part of its employees. These are general values which the organization requires from its employees to consider and take with them. Organizations develop policies and extend a philosophy which elaborates how employees are to be treated and how customer relations are to be maintained. Customers are the income. They are the most important asset to your company. The customers would be treated courteously and their needs should be a priority. Give customers the due importance and as for their opinions when necessary.