Organizational Culture.Part 1Defining Organizational Culture.Organizational culture refers primarily to the values ​​and behaviors adopted by employees that create a unique social and psychological environment within the organization . Organizational culture includes methods, procedures, perspectives, and goals that define the organization and the nature of the organization. Organizational culture manifests itself in how the company manages its day-to-day operations and how it approaches the different interactions it has with different stakeholders such as administrators, employees and customers to name a few. Hofstede's Cultural Dimensions Theory Hofstede's theory shows how society influences its individuals through the development of values ​​and morals by establishing norms that it believes should be the ones accepted and should be the ones that are followed. In South Africa cultural customs passed down from generation to generation are linked to customs adapted by society and these same customs influence how employees work in organisations. Power distance index. This is the degree to which less influential stakeholders accept that power is not given to each stakeholder accordingly and that other stakeholders are given more power. This is the case in some organizations in certain industries where employees are considered inferior to stakeholders, such as directors, due to factors such as the intellectual abilities that directors are presumed to possess.-Individualism vs collectivism. In an individualistic society the emphasis is on personal dominion and personal rights, therefore the focus is exclusively on the individual. Individuals are expected to do things for themselves and by themselves. In a collectivist society the opposite happens, individuals act as members... middle of paper... les. The model is further divided into four cultures.- Work hard and play hard culture. This culture is linked to high rewards and low risks. This culture would cause stress due to the amount of work rather than the uncertainty of the job, this would mean that within the organization employees would struggle with the workload rather than the actual work. Tough macho culture. This culture is linked to both high reward and high risk. This culture would lead to stress due to the high risks associated with the job. This would result in the organization having employees concerned about the high risk associated with the type of work with a focus on current events rather than future ones. Process culture. This culture is linked to lower risk and low reward. This culture would result in a comfortable work environment