However, there seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture that exists. This definition does not seem adequate because it fails to recognize that in many organizations there are quite often groups that are unique of the dominant culture. They may have values that are not consistent, or outwardly reject the culture as a whole, yet at the same time they are still able to maintain their position within the firm. In addition, it has been a personal experience that in many organizations strong organizational culture can in fact be negative, and in fact actually damage the performance of their employees. The perception is due to the fact that in many organizations the culture can act as a barrier to the employ

The theory seems to adequately explain how the organization failed to achieve their goal through the example of sharedness and intensity. Sharedness refers to the degree to which the organizational members have the same core values. The intensity is the level of commitment that the members of the organization make to the core values. Two major factors, orientation and rewards affect the degree of sharedness. In order for people to share the same cultural values they must know what these values are. This can be directly linked to their orientation and training programs. However, it is also significantly affected by rewards. When organizations offer promotions, raises, recognition, to those who adhere to the core values, it helps other individuals within the organization understand what the values are.

The company would have been much more successful if the manager were to try and promote the culture in a more positive way. This could be achieved by trying to establish a sense of pride and enthusiasm in the firm rather that requiring each individual to strictly adhere to a narrow and rigid behavior. In doing so the firm would more likely have a much more devote staff since they feel more comfortable about their position in the firm and the future. The staff would be encouraged by the fact that they feel part of the team and hence they would be more proactive, productive and add value to the company.

There was also the feeling among the staff members that if the company was not committed to them for a specific length of time what importance is there for them to make the effort and try to belong to the company's culture. The socialization theory simply concluded that the staff and the firm would work together in promoting these shared beliefs and the only recourse of this system did not work was to dismiss those individuals that deviated from the norm. It did not recognize that there could be failings within the process that may have required change on the part of the organization.

This perception may have also had a lot to due with the nature of the position that was held at the company. This company seemed to fit the criteria and meet the description of a "Fortress Culture". This may have been the result of the fact that it business was in the highly competitive field of financial services. The management was very preoccupied with figures such as sales, growth and earnings, and they treated the staff as a commodity that could easily be replaced. As a contract employee there was little in the way of job security and essential no possibility to be rewarded for good performance. The theory is inadequate because it does not recognize the fact that in many businesses today, firms no longer retain all of their staff on a full

Some common words found in the essay are:
Fortress Culture, , socialization process, core values, organizational culture, job security, position firm, help develop skills, uncertainty surrounding position, firm individuals, company's culture, process organization, company successful, position organization,
Approximate Word count = 1866
Approximate Pages = 7 (250 words per page double spaced)