Under the term company culture, each of us can imagine something typical, distinct, and original of the subject matter. The corporate identity fulfills all of this.
It creates a specific, original and unique face of the company, which is often the most important indicator in customer decisions. It is not in vain that expressions such as “organizational culture is the dominant pattern of behavior” or “culture in an organization is the way in which people live and work in the organization.”

Corporate culture It is justified as it is an important part of the strategic management of the organization. Without it, the company would also develop for some time, but spontaneously and over time with bad effects. It does not appear on its own, but we see that it is either the result of spontaneous employee relations or systematic and purposeful managerial activities.

In fact, the initiator and creator of the company culture must be the primary owner of the company, the members of the board, or the CEO. They are rightly expected to do the same and strictly adhere to the established rules of company culture. The rules clearly define the company in terms of both external and internal influences that affect it. External influences include economic and social system, political preferences, legislation, environment, market position, and speed of reactions in the market. Internal aspects can include business subject matter, company strategy, managerial forces, history, size and assets of the company, quality of management processes and human resources. This interaction can affect the integrity of the company in both positive and negative ways. It depends on the company’s negative influences resistance threshold. Corporate ethics is a critical test of a company’s resilience.

Company ethics are clearly articulated in a written code of ethics that showcases and represents corporate values, corporate social responsibility, and fair evaluation. It also contains the principles, principles, and ethical and pro-corporate behavior of the organization as a whole and the individual employees.

It is often based on the decisive command of Immanuel Kant, who said, “Whatever you want others not to do, do not do to them!” This statement and slogan has become the golden rule of business for many adherents of high-quality corporate culture. Several centuries ago, this statement was written in the Book of Books, the Bible, as a golden rule for personal relationships, but it seemed a little different: “So whatever you want people to do with you, you will do it to them in the same way.” It is up to us to consider which opinions cited have the greatest potential for success and to emphasize the personal and proactive responsibility of individuals in creating the company’s ethics. However, this leads us to believe that each individual contributes his approach and the values ​​it upholds to the well-being or degradation of the whole.

We must not confuse company culture with corporate morale. The difference is evident in practice and professional literature. Simply put, company ethics refers to the true state of the organization, while corporate ethics means a desirable standard condition that contributes to obtaining a good image of the company, facilitating employee identification with the company and an atmosphere conducive to employee relations.