In a survey conducted by PricewaterhouseCoopers and The World Economic Forum, CEOs said that reshaping corporate culture and employee behavior ranked among their top priorities, along with setting the vision and strategy of the organization.

Unfortunately, according to a variety of surveys - which have been somewhat consistent over the years - employees are disturbed by or don't find credible the communication coming from the executive ranks. Other reports show a significant link between the attitude and behavior of employees and the organization's success (as well as the employee's "fit" with the culture). Corporate culture, it would seem, is shaped more by employee mindset and the resulting actions than the numbers on the earnings statements. The latter, data show, can be shored up by the former.

Then why do issues of culture and communication continue to be a key stumbling block for many merged, reorganized or fast-growing companies? Perhaps one answer lies in the lack of understanding — in both the leadership suites and rank-and-file cubicles — about what comprises corporate culture and effective communication. You can't implement well what you don't understand.

By answering some or all of the questions included in the full text of this article — and other questions that complete the list for your own organization — you'll begin an informal audit of your company's culture as it is in action versus the more idealistic public relations sound bites. The full text reviews eight areas that help to define (and are defined by) the organizational culture.

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