Management Culture
Introduction
The framework for developing the strongest possible management culture builds on a by progressively incorporating core values from the remaining 6 approaches to decision-making. So, to follow the unfolding story of the section, it is helpful to be familiar with the 7 approaches to making decisions and with the decision TET.
See a summary of the trajectory for cultural maturation in advance. Or plunge in here. But it might be best to be sure that you understand «culture» and perhaps 
check some background:
Understanding Culture
Start by getting comfortable with the notion of cultures in organizations.
Quick Intro
Culture refers to the mixture of values—typically expressed as habits, conventions, beliefs and precepts of various sorts—which typify a community.
Members of the community use its values automatically. So a culture is not an official list of values stuck up on a wall or affirmed at the annual time-out. It is something that is generated and experienced every moment of every day by everyone in the organizational community, whether they like it or not.
«» is a specific type of culture. Unlike most other cultures in an organization, it can improve (or deteriorate) with major consequences. «Strengthening the management culture» requires determination and specific efforts of the sort described and explained in this framework.
Become properly oriented to culture by visiting:
► what «organizational culture» and «management culture» are about.
► features of a neglected culture — this condition is so common in both the private and public sector, that it should cause no surprise.
► what drives cultural change.
► what installing values entails.
► background on the discovery of this framework and relevant reading.
Originally posted: 17-Jun-2011