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It is important to remember that, more often than not, theory is one thing and practice is something that is usually entirely different because it involves the dynamics of the real world as well as a wide range of human personalities, behaviours, and leadership styles that make organisational culture into its own specific process within a wide array of organisations. However, these theories provide a foundation for organisations to learn how to adapt their behaviours and beliefs to better achieve their performance goals and strategic objectives.
It is the leadership that sets the tone and shapes the cultural structure just like the leader of a country convinces the majority of its citizens to uphold certain beliefs and values. So, too, will those managing the masses within an organisation as they are responsible for guiding how work is perceived—and this can be in a positive or negative way—which then determines how those within the culture will enact it with each other, customers, and other stakeholders. Leading the way must be the head of the organisation along with the entire management team who can articulate and reward the behaviours and beliefs that they see as their ideal organisational culture, helping those within the organisation better understand the types of tangible and intangible components are essential for success.
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