Culture and structureOrganizational structure and culture are important elements in a company. Why are they important and how do they influence each other within an organization? Culture is created when company founders establish a vision or mission (Robbins, Decenzo, & Coulter, 2013). This is their dream and the future of what they have created. Values ​​are traits that are learned by the first employees hired, who then create the culture or personality of the company. The definition of organizational culture is “The shared values, principles, traditions, and ways of doing things that influence how the organization's members act” (Robbins, Decenzo, & Coulter, 2013, p. 39). Structures they can be some form of mechanistic or organic formation. Mechanistic structures are a top-down organization, which is more formal, using traditional chain of command decision making. Organic structures are informal, flat organizations that they use limited rules. How do they interact with culture? Company strategy, size, technology, and the environment all play a role in the development of a company's structure. et al., 2013). As companies grow in size, more rules need to be put in place to control costs and regulations. By the time a company has around 2,000 employees, it has probably already become mechanistic. Technology plays a role in this too. When a company uses ordinary technology, it has a tendency to become mechanistic as it grows. Conversely, companies with…half of paper…could have a devastating outcome. Employees' behavior, attitude and future commitment will change when they do not believe in the values ​​and structure. Successful companies have a combination of many factors, a defined culture, a structure and employees committed to both elements. ReferencesGutierrez, A.P., Candela, L.L., & Carver, L. (2012). The structural relationships among organizational commitment, global job satisfaction, developmental experiences, work values, organizational support, and personal organization fit the nursing faculty. Journal of Advanced Nursing, 68(7), 1601-1614. doi:10.1111/j.1365-2648.2012.05990.Robbins, S.P., Decenzo, D.A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.Wulf, J. (2012). The company burned to the ground: not as advertised. California Management Review, 55(1), 5-23.