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This article goes over what defines organizational culture it explains its impact. Edward Schein, the author of "Organizational Culture and Leadership: A Dynamic View" suggests 5 guidelines for leadership roles: 1. "dont't oversimplify culture or confuse it with climate, values, or corporate philosophy. " 2." Don't label culture as solely a human resources (read "touchy-feely") aspect of an organization, affecting only its human side." 3. "Don't assume that the leader can manipulate culture as he or she can control many other aspects of the organization. Culture, because it is largely determined and controlled by the members of the organization, not the leaders, is different. Culture may end up controlling the leader rather than being controlled by him or her." 4. "Don't assume that there is a "correct" culture, or that a strong culture is better than a weak one. It should be apparent that different cultures may fit different organizations and their environments, and that the desirability of a strong culture depends on how well it supports the organization's strategic goals and objectives." 5." Don't assume that all the aspects of an organization's culture are important, or will have a major impact on the functioning of the organization. Some elements of an organization's culture may have little impact on its functioning, and the leader must distinguish which elements are important, and focus on those."

organizational cultural may play an important role in individual risk-taking decisions as well as in influencing the quality of individual performance

This article is relevant becuase it investigates the role of culture as it relates to quality management practices. It also takes a look at the different aspects of quality management, infrastructure and core practices. Looking at these practices can enhance our understanding of the effect of quality management on organizational culture. The results concluded that Infrastructure quality practices serve to mediate a direct relationship between culture and performance The mediation model analyses indicated a significant relationship between culture and infrastructure quality practices, but a nonsignificant relationship with core practices The relationship study between culture, quality, and performance showed showing that infrastructure quality management practices have a direct positive impact on performance. culture has a significant relationship with infrastructure quality practices because they involve more of the social and behavioral aspects of quality management, whereas the core practices have a more technical orientation. Core practices rely more heavily on mathematical skills (i.e., statistical process control) and automated systems, whereas infrastructure quality practices rely more heavily on human behavior attributes and communication skills.