Culture can now be defined as (a) a pattern of basic assumptions, (b) invented, discovered, or developed by a given group, (c) as it learns to cope with its problems of external adaptation and internal integration, (d) that has worked well enough to be considered valid and, therefore (e) is to be taught to new members as the (f) correct way to perceive, think, and feel in relation to those problems.

https://pdfs.semanticscholar.org/a3bf/4d014c4412f98a2b64d954e29cb9ecaa91ce.pdf

The term of culture in the organizational context was first introduced by Dr. Elliott Jaques in his book The Changing Culture of a Factory, in 1951.[9] This is the published report of \"a case study of developments in the social life of one industrial community between April, 1948 and November 1950\".[10] The \"case\" is a publicly held British company engaged principally in the manufacture, sale, and servicing of metal bearings. The study is concerned with the description, analysis, and development of the corporate group behaviours.[11]

According to Dr. Elliott Jaques \"the culture of the factory is its customary and traditional way of thinking and doing of things, which is shared to a greater or lesser degree by all its members, and which new members must learn, and at least partially accept, in order to be accepted into service in the firm...\"[10] In simple terms, to the extent that people can share common wishes, desires and aspirations, they can commit themselves to work together. It is a matter of being able to care about the same things, and it applies to nations as well as to associations and organizations within nations.

Elaborating on the work in The Changing Culture of a Factory Dr. Elliott Jaques in his concept of requisite organization established the list of valued entitlements or organizational values that can gain from people their full commitment.[12] Together they make an organizational culture or credo:

Fair and just treatment for everyone, including fair pay based upon equitable pay differentials for level of work and merit recognition related to personal effectiveness appraisal.
Leadership interaction between managers and subordinates, including shared context, personal effectiveness appraisal, feedback and recognition, and coaching.
Clear articulation of accountability and authority to engender trust and confidence in all working relationships.
Articulation of long-term organizational vision through direct communication from the top.
Opportunity for everyone individually or through representatives to participate in policy development.
Work for everyone at a level consistent with their level of potential capability, values and interests.
Opportunity for everyone to progress as his or her potential capability matures, within the opportunities available

The role of managerial leadership at every organizational level is to make these organizational values operationally real.

Knowledge Islands in Humanistic Learning