Organizational culture is one of the important concepts that have been relatively recent and have influenced in a significant way the way of thinking and action of researchers, teachers and students, managers and entrepreneurs, and specialists from various organizations from all over the world. This interest has increased exponentially, as a result of pressures from within and outside organizations, pressures for better knowledge, and an increase in the competitiveness of organizations and their constituents in order to survive and develop under the new conditions. It can be considered the "invisible force" behind the easily observable and tangible things in a company, is the social energy that causes people to act. We can compare the organizational culture of a company with the personality of an individual, which meets a number of visible and less visible aspects but provides the vision, meaning, direction and energy needed for evolution. In a company, organizational culture helps us understand the differences that emerge between what is formally stated, officially by managers and what is actually going on in it. Through organizational culture, the various rules, procedures, statements, statements or decisions are interpreted and, to a certain extent, even applied. Moreover, beyond the formal elements that attempt to centralize a certain attitude and behavior for the members of the organization, the organizational culture creates and develops certain behavioral patterns that may or may not be in line with the official versions. Much of the elements that make up the organizational culture are intangible, unwritten, but with a great influence power.