The Unternehmenskultur (English: "“Corporate Culture"”, also "“Organizational Culture"”) affects handling, the occurrence and a taking of the coworkers and high-level personnel away among themselves as well as opposite customers, suppliers, business partners and new coworkers. In such a way created climate retroacts on the involved ones, which adapt or oppose to the prevailing Unternehmenskultur in this way, anyhow however consciously or unconsciously their behavior at it aligns.

Bases

The concept of the Unternehmenskultur transfers the culture thought from the culture anthropology to organizations. Therefore each organization develops a specific culture, which coins/shapes the organizational behavior considerably. It results from the interaction of values, standards, thinking attitudes and paradigms, which divide the coworkers and so that outward coin/shape a living together in the enterprise as well as the occurrence. The Corporate Identity and the appearance (Corporate Design) of the enterprise is coined/shaped by this culture.

Here above all Edgar H is. light mentioned. He is "“"” the Wegbereiter of the research field organization culture. Light (1995, P. 25) defines Unternehmenskultur as "“a sample of common basic premises, which learned the group during the accomplishment of its problems of external adjustment and internal integration, which worked satisfactorily and thus as binding applies; and therefore it to new members as rational and emotional correct beginning for handling problems is passed on."”

Unternehmenskultur is generally regarded as variable, whereby it is not possible to finally and enumerate generally accepted starting points. Unternehmenskultur results from the divided experiences of the staffs and is only very slowly purposefully to be changed. Besides social and economic basic conditions affect the structure and the strategy of the enterprise its culture.

Unternehmenskultur in the management economics

Not all models of an enterprise recognize the existence of a Unternehmenskultur on. Early mechanistical enterprise pictures proceeded from a functioning apparatus or a militarily organized machine. The principle aluminum agent theory pointed out however that in the enterprise quite self-interests of the coworkers and the management exist. The study of the factors and influence possibilities on the Unternehmenskultur forms today an important part of the management economics and an intersection to the sociology.

In a code of practice with regulations and guidelines to the enterprise-external and - guidance principles and the desired behavior of the coworkers are fixed to internal communication. Basis for the code of practice are the values, to which the enterprise professes itself, which is to flow into the everyday life work. Thus results a typical overall view (image) of an enterprise, which is planned and mediated in the context of market communication marketing within the management economics and e.g. also into the work basis of external Dienstleister, how e.g. the Briefing of advertising agencies or investor relation advisors entrance finds.

With as enterprise culture beginning change management (CHANGE management) tries one admitted over the development of common visions and the formulation of an example on the Unternehmenskultur purposefully to work. Under Diversity management different beginnings are summarized, in order different coworkers and - groups to integrate and a uniform Unternehmenskultur introduce.

So that the self understanding of the enterprise can be shown, lived and communicated, it is learned and mediated by training course measures and instructions for guidance. The entrepreneur intends to promote thereby internal communication to accelerate decisions and increase profitability.

Effects in practice

A positive Unternehmenskultur is the strongest instrument of control of an organization and expresses itself in the everyday life in the reactions of the coworkers. It permits an otherwise unexplainable achievement of the coworkers by a friendly or kompetitive atmosphere. A negative Unternehmenskultur is often discouraging, atomisierend, favours Reibereien and is a serious warning signal, which should not be over-heard. With a fusion regularly incompatible Unternehmenskulturen are the reason of the failure, which underlines both the importance of the culture as well as the tardiness of their adjustment.

Large parts of economical practice are not understandable without knowledge of the condition of the Unternehmenskultur: In a financial emergency situation of the enterprise a personal letter of the executive committee to the coworkers is e.g. frequently more important than financial maneuvers.

The Unternehmenskultur provides for the uniqueness of an organization and can represent a large and strong contribution therefore for the however position characteristic of an organization; in this kind can succeed of attracting and of binding to the enterprise talents. Unternehmenskultur has therefore quite a financially numberable use, if also not the whole use is financially detectable.

A together carried Unternehmenskultur

• the identification of the coworkers strengthens with their employer
• makes redundant principle discussions
• the identification strengthens with short, central and long-term company targets
• promotes the internal-organizational co-operation
• the efficiency and efficiency of enterprises increases.

If it comes to shears between the postulated business philosophy and the lived enterprise reality, a "“Cultural Gap"” very unfavorable for the development of the Unternehmenskultur develops.

Shape barness of the Unternehmenskultur

A large influence on the success of an organization is attributed to the Unternehmenskultur. Therefore is the question, whether and how the Unternehmenskultur can be affected by the management for the management and organization teachings very interesting. On these questions there are different aspects, which can be summarized under four beginnings:

• Autonomy beginning: The autonomy beginning proceeds from the perfect autonomy of the culture in relation to influence possibilities. Therefore purposeful changes are not at all possible e.g. by the management. The culture is therefore a coincidental result of the interaction of the organization members.
• Crisis beginning: This beginning regards the culture as constant, as long as no crisis exists. With a crisis the values and standards of an organization are questioned by their members, because they do not supply no more the correct answers to the problems. The traditional rules come by new are replaced to a "“revolution"” and.
• Gardner beginning: The gardner beginning regards the culture as something influenceable. Similarly as a gardner the management can try to affect the culture. The stress lies here on "“tries"”, since the influencing control does not have to lead always to the desired results. The influencing control can lead also to unintentional results. Instruments for influence are the leadership behavior and guidance understanding of the management as well as internal communication with instruments like the workshop meeting, the Intranet and the coworker newspaper.
• Making RA set: After this conception the culture is arbitrary and always with the desired results changeable. The manager can change the culture by interferences after his conceptions.

Single aspects

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