The goal must have clarification in order to yield the desired outcome, therefore using SMART=specific, measurable, achievable realistic and time bound, the employee goals must be in line with organizational goals and the employee performance (Kondrasuk et al.,1984) Evidence is limited to few studies, Calori & Sarnin (1991) and Denison (1990) stated a relationship between organizational culture and performance. Many researchers and consultants assumed that successful cultures have employees with similar basic assumptions and values (White, 1988). Peters and Waterman (1982) who strongly influenced this view argued that the top companies were the ones characterised by values to which its employees were strongly committed. As previously mentioned, in a strong organizational culture, the employees will have the same sets of shared values such as ideas on how a particular organization should operate. Therefore, values can be derived from already existing practices within an organizational or department. Values are not directly visible to the employees but it can be assumed that organizational values are expressed in organizational practices. This claim supports the view that organizational culture can be explained better in organizational studies. Hofstede (2001) explained the opposite results that were found among national cultures by the fact that values are acquired in an individualвЂ™s early life and main in the family. ScheinвЂ™s model illustrates that the deeper one got, the difficult it becomes to observe and examine organizational вЂ¦show more contentвЂ¦ Whereas values are important elements of organizational culture, studies have demonstrated that organizations showed more differences in practice that in values (Hofstede, 2001 p.394). This level of culture claim that at the first level, shared values which can provide a powerful motivation mechanisms and can make up patterns of behaviour in observable ways. Schein (1995)вЂ™s level of analysis divides organizational culture into three levels observable culture, shared values (these are at the surface of organizational culture, those aspects that can be seen such as the way employees dress or interact with each other), and common assumptions (these assumptions are difficult to see because they exist at the unconscious level, they are the deep and hidden aspects such as thoughts and feelings). Weaker culture can stop productivity being made in the organization. This reflects a functionalist approach that presents culture as a tool used in a company aiming certain objectives hereby treating the workers as reactive players. Culture provides guidance to behaviors вЂ¦show more contentвЂ¦ Deal and Kennedy (1982) claim that the impact of a strong culture in an organization can lead to great productivity and performance, which can then enhance the effectiveness of the organization and companies can gain profit from itвЂ™s employees. Culture cannot be precisely seen, but can sensed and felt. Deal & KennedyвЂ™s (1982) phrase вЂthe way we do things round hereвЂ™ a definition that might more properly describe вЂcultureвЂ™, but more fully defined by Hofstede (1991, p.262) as вЂthe collective programming of the mind which distinguishes the members of one organization from anotherвЂ™. It has been defined as a programming of mind, which distinguishes the member of one organization from one another (Hofstede, 1991) or a system of shared values and believes within an organization, which guides the behaviour of the employee (from French et al. Show More Organizational culture is one of the most fascinating and exclusive topics for management researchers.

Deal and kennedy corporate culture pdf