Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. Shared values are values that people within the organization or work unit have in common. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behaviour that are considered the correct way to think and act toward problems and opportunities. Espoused values are the stated values and enacted values are values we actually act upon. The organization’s culture consists of shared values and shared assumptions.

There are seven main corporate cultures, although many of the popular organizational culture models and measures oversimplify the variety of organizational cultures because as long as employees have diverse values, an organization’s culture will have noticeable variability. The seven main corporate cultures are innovation (1), stability (2), respect for people (3), outcome orientation (4), attention to detail (5), team orientation (6) and

Conflict is the process in which one party perceives that its interest is being opposed or negatively affected by another party. Conflict is based on perception. One party can believe they have a conflict without the other party believing this. Conflict can lead to lower performance, higher stress, dissatisfaction and turnover, less information sharing and coordination, increased organizational politics, wasted resources and weakened team cohesion. There are also benefits of conflict. The optimal conflict perspective states that organizations are most effective when employees experience some levels of conflict but become less effective with high levels of conflict. Conflict can lead to better decision making, make people more responsive to the changing environment and lead to a stronger team cohesion if the conflict is between the team and outside opponents.

There are two types of conflict:

1. Task conflict (constructive conflict)
   This is a type

Teams are groups of two or more people who interact with and influence each other, are mutually accountable for achieving common goals associated with organizational objectives and perceive themselves as a social entity within an organization. Different types of teams can be distinguished by team permanence (1), skill diversity (2) and authority dispersion (3). Team permanence refers to how long that type of team usually exists. Authority dispersion refers to the degree that decision-making responsibility is distributed throughout the team or is vested in one or a few members of the team.

There are three types of teams: departmental teams (1), self-directed teams (2) and task force teams (3). Informal groups exist because humans are social animals, they want to belong to a group, they accomplish personal objectives and we are comforted by the presence of others.

People are more motivated in groups because

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The meaning and effect of money differ between men and women. Men attach more value to money than women. Women see money in terms of things they can do with it and men see it as a symbol of power and autonomy. People in countries with high power distance have a high priority for money.

There are four types of objectives of rewards:

1. Membership- and seniority-based rewards
   These are monetary rewards for being a member somewhere and for working somewhere for a long time. These rewards can reduce turnover, but do not directly motivate job performance.
2. Job status-based rewards
   These are rewards on the basis of the status or worth of the jobs they occupy. Job worth can be measured through job evaluation, which measures the required skill, effort, responsibility and working conditions. It can improve fairness, but also