Few terms are used as carelessly in management discourse as that of organizational culture. While it has been common in discussions to define the term broadly, encompassing diverse phenomena such as assumptions, values, traditions, beliefs, myths, and artifacts, this book employs a narrower definition. Organizational culture—the informal structure of an organization—refers to the behavioral expectations within an organization that were not consciously decided upon but have gradually infiltrated through repetition and imitation. It demonstrates how, using this narrow definition, it is possible to accurately capture the culture of an organization and precisely observe its changes. The only way for management to influence organizational culture is through this understanding.