As well as also within cultures are subcultures, i.e. organizational units of smaller size which developed its own culture within another, which come to have enormous influence in the companies. This is often seen in the sales departments, where either some elements common to the members of the cultural group, such as rituals, symbols, stories and language are identified very. Consider that for Robbins (1991) the idea to conceive organisations as cultures (in which there is a system of common meanings among its members) is a fairly recent phenomenon. Ten years ago the organizations were, in general, considered simply as a rational medium which was used to coordinate and control a group of people. They had vertical levels, departments, relations of authority, etc. But organizations are something more than that, as individuals; they can be rigid or flexible, little friendly or helpful, innovative and conservative, but one and the other have a special atmosphere and character that go beyond simple structural traits.Organization theorists have begun, in recent years, to acknowledge this to acknowledge the important role that culture plays in the members of an organization (pag, 439). Conclusions definitively, the management of SMEs should pay more attention to how is manifesting itself the organizational culture of the company under their charge, what it is doing in this regard involving members, human resource in it, so as to promote the achievement of a good organizational behavior, climate that is conducive to favourable results.
Also taken into account, as some have noted, consolidation of an organizational culture, created an acceptance and understanding of members about the important elements and behaviours that must be followed as a group. Remember how it was commented that the term organizational culture is intended to describe a situation that occurs. It is a fact concrete and positive. Cultures that give special features to an organization, like everything else, are neither good nor bad. They are just as they are. Some authors, after studying successful private enterprise, have concluded that they have some common characteristics. That is logical and clear. But it is rushed to assert that features cultures that have made successful to certain companies known.
Bear in mind as someone pointed out, that the organizations are the expression of a cultural reality, that they are called to live in a world of continuous change, both socially and in the economic and technological, or, on the contrary, as any organism, shut himself up in the framework of its formal boundaries. In both cases, this cultural reality reflected a framework of values, beliefs, ideas, feelings and wishes of an institutional community. Organizational culture is definitely the marrow of the organization that is present in all functions and actions that all its members perform. For this purpose Monsalve (1989) considered that the culture is born in society, is managed via the resources that society gives you and represents an active factor that fosters the development of that society.