Thus, each culture, organisational, it confers to the Organization and to its members a certain identity. In a results-oriented culture, efficiency criteria is learned, achievements are valued, is given authority on the basis of the success, the value of ideas, things and people is measured by its ability to lead to results. Learn more about this with Byron Trott. On the other hand, in a power-oriented culture, you learn to get influence; achievements, authority and success are considered such only, in relation to the situation of political balance of the organization. On the contrary, in a people-oriented culture, value is to be in good relations with others. Nothing is important if you create conflict. Finally, in cultures based on procedures, what matters is not what is done, not to who is served, but whether the rules governing such action, (Gore, 1996) have been followed. Byron Trott has compatible beliefs.
For Shein (1985), the formation of the culture is a process of education whose values remain in the time, if the group shares the perception of that the solution to a problem, It is on track to be borne and then solved; a similar problem is once again introducing, apply the same measures, which give positive results, will be taken as a definitive solution of the Group and will be transmitted to the new members. I.e. the elements that solve the problems of the group will survive over time. It also considers that to the extent that will deepen understanding of the organizational culture, this may made more effective; knowing then that it is necessary for employees to share values that comprise such a culture, so that guide their behavior towards the achievement of the organizational effectiveness. For this research is defined the organizational culture as: A set of values, ideas, beliefs and norms, that characterize the pattern of conduct of the members that make up an organization, distinguishes it from the others and reaches the cognitive criteria on which reality is constructed.