1. Because cultures channel behaviors in some ways and not others, they are bound to affect individual and organizational performance.
  2. The precise linkages between culture and performance have not been documented, however, because of lack of adequately precise criteria either for culture or for successful performance.
  3. Past behavioral research and theory suggest that cultures can directly affect performance by leading to certain patterns of behavior, but they are more likely to influence performance indirectly through effects on those thoughts, feelings, and behaviors that contribute to members' performance at the individual and organizational levels.
  4. Because cultures consist of ideas and behaviors that are implicit rather than conscious, managers may not be aware of how their statements, actions, and policies may be incongruent with the desired culture and thus undermine or weaken it.
  5. Among the levers that managers can use to manage cultures in organizations are selection, socialization, and leadership. Managers can use each of these levers and other tools at their disposal to create, change, or reinforce cultures. Each of these forms of cultural management may be occurring at the same time in different parts of the organization.

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