Quick questions on Corporate culture: official and real (VCE Business Management Unit 3)

The official corporate culture is what the business formally states it values. It is communicated through:

The real corporate culture is what actually happens day to day. It is what people do when no one is checking, what gets praised in the corridor, what gets punished informally, what is normalised, what is whispered about, what gets results.

Atlassian, the Sydney-headquartered software-collaboration business, is widely cited in management literature as an example of aligned culture.

Qantas through the early 2020s illustrates the opposite pattern.

Managers can use engagement surveys (annual or pulse), exit-interview themes, internal complaints, voluntary turnover patterns, customer-feedback signals about staff behaviour, and external surveys (the Great Place to Work survey, LinkedIn Top Companies list) to track culture.

The five published values include "open company, no bullshit", "build with heart and balance", "don't fluck the customer", "play, as a team", and "be the change you seek". They are visible on the careers page, in onboarding and in office signage.

Atlassian's actual behaviour reflects these values in observable ways. Board materials and strategy decks are widely shared with staff. "ShipIt" innovation days give engineers structured time to pursue any project.

Take Bunnings as the case. Cover three to four strategies, evaluate strengths and limits, conclude with a verdict.