The polite listener In England stares at the speaker attentively and blinks his eyes occasionally as a sign of interest. That eye-blink says nothing to Americans, who expect the listener to nod or to murmur something such as "mm - hmm”. And in some parts of  Far East, it is impolite to look at the other person at all during conversation.It is often argued that, in teaching foreign languages, CULTURE and language are interwoven in a way that it is not possible to present language without its CULTURE. However, until a new method of teaching language, called communicative approach, which is sociolinguistically oriented, had not come into existence, this belief was not used to be observed in textbooks and language classes. This method intends to create situations in the classroom in which foreign language can be used as naturally and authentically as the native speakers of target language use it for communicative purposes.The problem of teaching CULTURE, nevertheless, does not end here. Nowadays, foreign languages are taught with different and varied objectives. Is it necessary for all foreign language learners to get familiar with the CULTURE of foreign language they are supposed to learn? As Schumann (1984) claims, is it true that second language learning is impossible, unless one gives up his/her own native CULTURE and adopts the CULTURE of foreign language community? What are some relevant issues regarding teaching English in Iran? These are actually some basic questions raised in this article. Whereas definite answers are not necessarily provided in this paper, some areas of research related to CULTURE, and teaching foreign language are put forward.

Today, In order to create motivation and desirable behavior in employees, to obtain ORGANIZATIONAL goals, to increase human resources productivity and finally to achieve ORGANIZATIONAL excellence, top managers of organizations apply new and effective strategies. One of these strategies to achieve ORGANIZATIONAL excellence is creating desirable corporate CULTURE. This research has been conducted to identify the path to reach ORGANIZATIONAL excellence by creating corporate CULTURE according to the standards and criteria of ORGANIZATIONAL excellence. The result of the so-called research is this paper in which researchers found twenty models and components of corporate CULTURE and based on the Industry, ORGANIZATIONAL goals and EFQM model developed a model called "The Eskimo model of CULTURE-Excellence". The method of the research is survey and field study and the questionnaires were distributed among 116 managers and employees. To assess the reliability of questionnaires, Cronbach alpha was measured to be 95% in the ideal situation and 0/97 in the current situation. Systematic sampling was done and in the pre-test stage 45 questionnaires were distributed. A comparison between the current and the ideal corporate CULTURE based on the views of managers and employees was done and finally it has been concluded that corporate CULTURE is the main factor to facilitate corporate excellence and success in order to achieve ORGANIZATIONAL effectiveness. The contribution of this paper is that it proposes a localized –applicable model of corporate excellence through reinforcing corporate CULTURE.

The purpose of this study was to evaluate the impact of ORGANIZATIONAL justice, ORGANIZATIONAL identity and ORGANIZATIONAL CULTURE on ORGANIZATIONAL citizenship behavior. The population of 500 people, including "directors, deputies, heads and experts of the Department of Education in Tehran were in 2014-2015. According to Morgan and randomized 217 subjects were selected class. To collect data from questionnaires, standard ORGANIZATIONAL justice Beugre Includes 21 questions to evaluate three types of distributive justice, procedural justice and interactional justice, Cheney corporate identity 18 questions for the examination of membership, loyalty and similarities, ORGANIZATIONAL CULTURE 56 questions for the examination of creativity, risk-taking, given the outcome, according to members of the organization, assess the impact Brkarknan decisions, the evaluation team to assess the ambition and stability testing and Podsakoff ORGANIZATIONAL citizenship behavior 12 questions for the examination of chivalry, Altruism, Civic virtue, conscientiousness and Respect is used. For descriptive statistics and frequency of SPSS software and inferential analysis software used Smart PLS. In this study, the coefficient of 95% is considered. The results showed that ORGANIZATIONAL justice, corporate CULTURE ORGANIZATIONAL citizenship behavior has a significant positive effect on the findings of the research impact of each component of equity, corporate CULTURE are examined separately, the greatest impact justice, corporate CULTURE has less impact on the loyalty and justice, respect for CULTURE of the OCB.

BACKGROUND AND OBJECTIVES: ORGANIZATIONAL CULTURE is a topic that has recently emerged in management knowledge and in the domain of ORGANIZATIONAL behavior. Following new theories and research in management, ORGANIZATIONAL CULTURE has become increasingly important and has become one of the central focus of management. The purpose of this study was to investigate the dimensions and indicators affecting ORGANIZATIONAL CULTURE in order to improve ORGANIZATIONAL CULTURE and productivity based on the Denison Model in District 19 of the Municipality of Tehran, Iran. METHODS: The research method was descriptive-correlational and Denison’ s ORGANIZATIONAL CULTURE questionnaire which assesses ORGANIZATIONAL CULTURE based on four dimensions of involvement in work, compatibility, adaptability and, mission were used. Each of these four dimensions has three defined indicators. The statistical population of the study consisted of all employees of District 19 of Tehran Municipality, 148 of whom completed the questionnaire. After analyzing the data, the frame of the ORGANIZATIONAL CULTURE of the district was formed. FINDINGS: The results showed that the mission and involvement in work have the mean scores of 3. 14 and 3. 01, respectively while adaptability and compatibility showed the mean score of 3. 12 and 3. 07. CONCLUSION: The municipality of District 19 in terms of its ORGANIZATIONAL missions and strategic goals needs a well-constructed plan.

Education is a continually developing activity, it shapes the way an individual develops their attitudes, thoughts and behavior. Education is not just about being literate but it is an overall development of the person in every aspect of their lives. A society's educational system can be greatly linked to its CULTURE as the CULTURE that one is in have an affect on the type of curriculum the institutions will develop in order to cater to every individual of that particular CULTURE. Education moulds and shapes a society and it is influenced by the CULTURE of the particular country or society. The educational system acts as a point of reference for the society's needs and demands. The principles that dominate this article is CULTURE and education are interrelated and interconnected. Every educational paradigm is influenced by the CULTURE of the society in which it operates. This essay underlines the extensive connection between CULTURE and education. As a result, the goal of this essay is to depict these features from a Philosophical-Psychological Approach.