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COMMUNICATION Corporate culture comprises
values, beliefs, hypotheses, experiences, taboos, heroes and of course the history of any given
organization. A corporate project built on the Cultural Identity of the organization is defined as being “the response of the organization to the environment complexity and turbulence”; the corporate project is a sort of charter which content is
shared by the majority of the employees and groups that controls the way they interact with each other and with third parts outside the organization. The three main parts of the corporate project are: the objectives of the company, the main values its members share and rely on to achieve the goals, the policy which should be implemented and the challenges. The corporate culture regularly adapted to the changes of the environment by the Top-
Management contributes significantly to employee motivation and therefore turns companies into customer orientated organisations (ISO 9000 Standards, Business Process Reengineering, New Information Technology, strategy planning). Important aspects are the continuous assessment of the level of motivation and skills on the basis of systematic employee audits, training, and the improvement of the managerial and leadership competencies. Thus the kind of information needed, how it circulates, and what information is shared with whom, generally reflect cultural values, beliefs, hypotheses for hierarchy, formalization, and level of participation. Organizations process information in order to communicate plans, budgets, instructions and to coordinate across their structures and units to make activities work and to get assigned objectives reached. The Top Management receives in return the feed-back by the means of reporting procedures. But when organization is perceived as a social system based on relationships, information may not be easily shared since it is considered as personal, not public. Information flows circulate through personal connections. According to an interviewed manager belonging to this kind of compartmentalised companies, "Information which is widely distributed is useless". Fortunately for them, thanks to the new information technology and the recent management techniques, The majority of them have elaborated corporate projects on the basis of cultural diagnoses, stressing the personnel shared values leading to participative and efficient management; this was a precondition to implemented Quality Management Systems in accordance with ISO 9001 standards (stressing the importance of communication) and Information Systems. Those managers who haven’t undertaken any cultural and managerial changes kept encouraging information as a source of power, and therefore not easily made available to concerned actors. That’s why informal communication assumed consider able importance in those organisations, with a negative impact on the assigned strategic objectives. A survey in an economic magazine found that information was more likely obtained from rumours than from one''s immediate boss. Informal communication were compensating for the centralized, formalized, and limited participative nature of information flows. To day that we are witnessing the development of new behaviours, attitudes and ways of running businesses, managers are less tolerant of uncertainty, Pay very attention to formal structure or hierarchy but do insist on widespread communication. Communication patterns are much more open but formalised in detailed communication plans. Given their view of organizations as instrumental rather than socio-political, their respective policies aim to shared and comprehensive informa tion with evryone who has an interest in it. Information is organised to be put to use; its value is instrumental, not social. This change is due to the revolution in computing and communications that has induced a technological progress and use information technology, so let’s bet that it will continue at a rapid pace. For many years, scholars in organizational behaviour have attempted to demonstrate the link between an organization’s culture and its performance. It has been argued that the success of an organization’s strategy depends, to a significant extent, on the
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