The values and behaviors that contribute to the unique social and psychological environment of an organization.
Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in
(1) the ways the organization conducts its business, treats its employees, customers, and the wider community,
(2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression,
(3) how power and information flow through its hierarchy, and
(4) how committed employees are towards collective objectives.
It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. It also extends to production-methods, marketing and advertising practices, and to new product creation. Organizational culture is unique for every organization and one of the hardest things to change.

Power culture Imagine a web with rays of influence spreading out from the centre. This central power source is likely to be one individual in a small company, or a small core group. They can act / react quickly and there is little bureaucracy. The rest of the organisation gets on with the job with occasional intervention and control from the top. Power cultures succeed or fail as a direct result of the quality of the top individual or core group. Employees who foul up or get out of sympathy with the power group will inevitably go. A power culture is unlikely to survive in a large