Focusing on the cultural aspects of people’s work situations may lead to reduced interest in manager influence. According to organizational and work psychology, the content of work, including its skill level, variety, scope, degree of freedom and perceived significance, is important for job satisfaction, motivation, and mental health. Changes in work conditions trigger cultural redefinitions. For airline pilots, for example, technological development has meant that flying manually is a diminishing part of work, while ‘flight management’ is more central.

Cultural elements are embedded in both the material situation and the social structures of organizations. Culture refers to the ideational level of ideas, understandings, meanings and symbolism. Research is unconcerned about the work conditions of an organization or work group. Instead very general cultural ‘types’ or variables are emphasized. Bureaucratic cultures are hierarchical and rule oriented, formalized and structured. Supportive cultures embrace shared values and goals, and cohesion.

Innovative and supportive cultures are more inclined to lead to organizational members experiencing meaningful work tasks, relationships, and goals and values. The variety of work practices often tends to lead to a variety in cultural orientations within organizations.