Organizational culture can be simply defined as a way of doing things. It is manifested in how people within the organization make and execute decisions. Culture is affected by values (priorities) set and communicated by the management, as well as employees’ personal assumptions about how the world works and how to think and feel about and deal with everyday work challenges.

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There are no good or bad cultures per se. Culture is considered effective if it fosters an organization’s ability to reach its goals. In order for the culture to stay effective, its compatibility with the organizational goals, strategy, market conditions and other aspects of the current situation needs to be analyzed over time, and necessary cultural adjustments made accordingly.

Valuable Work helps organizations with:

  • evaluation of cultural readiness for an organizational or strategic change the particular company or team is preparing for;

  • analysis of how culture contributes to the current situation within the organization and what adjustments would improve it;

  • regular or occasional organizational culture review and analysis of how it fosters or hinders the company’s ability to reach its goals.

At Valuable Work 3 components of organizational culture are measured:

  1. organizational values - priorities communicated by management and shared among members of the organization, criteria for choice between alternatives available in different situations;

  2. members' personal assumptions - taken for granted beliefs about reality, human nature and relationships, which influence their perceptions, thoughts, feelings, and behaviors;

  3. work-related behaviors - individual and group behavioral patterns applied in everyday work, as well as norms of behavior considered acceptable and preferable among members of the organization.

Organizational culture research instrument developed and used by Valuable Work measures 4 default dimensions of organizational culture:

  1. outcome - what are the organizational goals and how they are achieved?

    • ​​​​​quality and individually tailored solutions vs resource economy and standardized solutions

  2. innovation - to what extent the organization is willing to take risks?

    • stability and cautiousness vs changes and risk-taking

  3. people - what are the work-related interpersonal relationships between people within the organization?

    • teamwork and collaboration vs individual performance and internal competition

  4. bureaucracy - how bureaucratic is the organization and what are the relationships between different hierarchy levels?

    • hierarchy and bureaucracy vs equality and adhocracy

The research instrument used by Valuable Work can be adjusted by modifying the dimensions and adding new ones in order to meet the needs of each specific project.