We use cultural audits to assess management and employment systems and practices to determine if they serve to foster a true spirit of partnership and performance among diverse employees. Cultural audits insure that the training and policies that drive change are deeply rooted in the best aspects of the organization’s culture, reflect the most effective experience of its own people, and utilizes the organization’s common language. This means the impact of our intervention will be well understood and more easily sustained.

1. Management is about helping people work together. Its basic task is to make their strengths effective and their weaknesses irrelevant. Fostering unity of action to accomplish tasks is the main purpose of organization.
2. Management is deeply embedded in culture. Although the task of management is the same everywhere, cultural differences have spawned a wide diversity of good approaches to the management task.
3. Management must convey a unifying vision, values, and goals. The mission of an organization must be big enough to foster a common vision among its members. This vision must be publicly affirmed often. The culture of the organization consists of the commitment to common values and goals. Without this commitment an organization cannot exist. Management’s job is to think through, set and exemplify those values and goals.
4. Management must be a teaching and learning institution, to stimulate the organization members' capacity to grow and to cope with change. The survival of an enterprise depends on its ability to progress and change. Management must prepare the members for the constant challenge of survival and change.
5. Management must facilitate communication and individual responsibility to unify the diversity of people, skills, knowledge and kinds of work to be done. The interdependence of every member of the organization must be harmonized to remain productive. The achievement and maintenance of this harmony is one of the arts of management.
6. Management must measure performance through a variety of vital signs, not just the "bottom line." Market standing, innovation, productivity, development of people, quality, and financial results are all-important to assessing the true health of an organization.
7. Managers and organization members must maintain a clear understanding that the only results of consequence lie in the satisfaction of their customers. All else is process.