Introduction In the analysis of organizational behavior, in this case SMEs, it is necessary to probe how it has been developing its organizational culture through its performance, where are their strengths, weaknesses, and management has an impact on that she understood, managed by its human resources, so that favors him. Unfortunately, many SMEs, which for lack of a proactive management, with current knowledge of management science, in addition to vision, strategy and initiative have been neglected which is the scope, the benefits of having a good organizational culture, especially if this is true of its operation it has held for their survival. General considerations, scope.
Every company must have a good organizational culture so that its human resources to identify with her, I remember how important, relevant information that is maintaining good organizational behavior thanks to this culture that has been going on which show the results achievements, scope and has enabled companies to get ahead in the operating environment. A culture in which they are embedded values, beliefs, commitment. For Katan, what matters is not what culture is but what it implies, a complex belief system consistent and interrelated values, strategies and cognitive contexts, that guides the sharing of knowledge bases. On the contrary to Edgard Schein, who notes that organizational culture is a pattern of basic assumptions invented, discovered or developed by a group as you learn to deal with its problems of external adaptation and internal integration, a model that has worked well enough to be considered valid and therefore to be taught to new members as the correct way of doing, thinking and feeling with regard to these problems Schein (1988) refers to the set of values, needs, expectations, beliefs, policies and accepted standards and practiced by them.