Preserving the EFAB Culture and Core Values

Culture in the real sense of it refers to a set of characteristics that sets one group of people apart from another. For example, we sometimes attribute differences in the way the English act as opposed to the French or the German, “cultural differences.” In doing so, we take a vast number of differences and agglomerate them under one umbrella.

Some of these characteristics cut across several cultures, though. For example, we more or less expect that all children, everywhere, will grow up to love their parents. The way they express that love may depend a lot on the culture in which they are raised, but the loving feelings are culturally agnostic.

Some think about culture, as a set of abstract principles that is translated into day-to-day behaviour. That is, we all have a set of culture programmed into us from infancy, which represent accepted norms and modes within our local environment. It is however important to note that there are sanctions, both formal and informal, for violating cultural norms.

Corporate culture, is seen as an organisation’s values, beliefs and behaviours in general. It is on the basis of which employees interpret experiences and behave individually, and in groups. This can, however, become operational when the executives or employers, articulate and publish the core values of their firm which provide patterns for how staff should behave. Firms with strong cultures usually achieve higher results because employees sustain focus both on what to do and how to do it


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