Continuing with the theoretical linkage associated with the organizational values that favor companies, in this article we will develop guidelines relating these three fundamental aspects, the conciliation of individual and group interests, as well as the elaboration of a structure, necessary for the organization, that contemplates the definition of roles, norms and rules for relationships and work organizations, and last but not least the conciliation between the interests of the organization and the social and natural environment, capable of responding to the need of the organization to produce and survive, by obtaining the raw material from the environment, and to carry out the production and commercialization exchanges.

Based on the three fundamental aspects mentioned at the beginning of this publication, the levels of organizational culture respond to the following central features:

- 1) Member identity, refers to the degree to which employees identify with the organization..

- 2) Group emphasis, means the degree to which work activities are organized around groups rather than individuals.

- 3) People focus, related to the degree to which management decisions take into account the repercussions that the results will have on the members of the organization.

- 4) Integration in entities, refers to the degree to which the productive and service units of the organization are encouraged to function in a coordinated or independent manner.

- 5) Control, a characteristic linked to the degree to which rules, regulations, etc. are used to monitor and control the behavior of workers.

The characteristics pointed out in this publication have been interpreted according to several authors as the view that there are different types of organizational culture, since it will depend on the cultural values established in the raison d'être of the company and its members, as they are quite different from one organization to another.