IntroductionFundamentally, organizational culture is the personality of the organization. It's one of those terms that's hard to express distinctly, but everyone knows it when they hear it. For example, the culture of a large for-profit company is very different from that of a hospital, which in turn is very different from that of a university. You can tell the culture of an organization by looking at the layout of the furniture, what they brag about, what members wear, etc. - similar to what you can use to get a sense of someone's personality. Numerous studies have shown that organizational culture makes a difference to long-term performance. For this to happen, culture must be rare, adaptable, and non-imitable. Even if organizational culture is manageable, the direction and impact will not always be under full control. This will mean that many leaders will have to rethink how they view the organization, how they set strategic direction, and how they manage people-related processes in their organization. This assignment will focus on organizational culture in AstraZeneca, Lund, Sweden. Theories of Organizational Culture Organizational The researcher originally focused heavily on the investigation of corporate climate, but in the 1980s the concept of organizational climate was to some extent replaced by the concept of organizational culture. Climate has been redefined as the visible expression of organizational culture. Organizational culture is said to mean, for example, the values ​​of an organization, the generally accepted meaning system of an organization or the operating philosophy of an organization. According to Schein's theory, organizational theory, organizational culture is defined as "A... document center......how they view the organization, how they set strategic direction, and how they manage people's processes in their organization. This task also shows that organizational culture makes a difference. There is a time and a place for everything. Now is perhaps the time for many leaders to move from the “build to sell” activities of years past towards a “philosophy”. build to last” that involves capitalizing on the intangible assets and cultural side of the organization. Leaders must build cultures that endure and adapt across multiple generations of leaders and product cycles. And finally, they must preserve the core of the organizational culture as anchoring point in changing and uncertain time. References1. www.astrazeneca.com2. Brown, A., Organizational culture, second edition.3. Schein, Edgar, Organizational culture and leadership, Second edition.