Space relations are important. Close stylist styles such as safety and order or learning and pleasure will coexist more easily than styles far apart, such as authority and purpose, or safety and learning. Achieving a culture of authority often means getting the benefits (and living with disadvantages) of that culture, but missing out on the benefits (and avoiding the disadvantages) of a goal culture. We looked at an industrial services organization based in Europe, whose industry has begun to witness rapid and unprecedented changes in customer expectations, regulatory requirements and competitive dynamics. The company`s strategy, which had previously focused on cost leadership, had to be transformed in response to greater service differentiation. But his strong culture was an obstacle to success. Studies indicate that the national culture has more influence on workers than the culture of their organization. Organization officials and HR specialists should understand national cultural values in the countries where the organization operates, to ensure that management and HR practices are appropriate and effective in operations in those countries. National cultural differences should be taken into account in the implementation of organizational culture management initiatives in global businesses.
Finally, the structural elements of the new organization have been redesigned for culture. A leadership model has been developed, including recruitment, talent evaluation, education and training, performance management, reward systems and promotions. Such construction considerations are often overlooked in organizational changes, but if systems and structures do not correspond to cultural and leadership constraints, progress can derail. Culture can guide the long-term thoughts and actions of group members. It develops through critical events in collective life and learns a group. Its endurance can be explained in part by the attraction selection model introduced by Benjamin Schneider: people are attracted to organizations with similar characteristics; Organizations are more likely to select people who “fit”; and over time, those who do not adapt to it tend to go. Thus, culture becomes a social model that self-amplifies and becomes more and more resistant to changes and external influences. Among the many approaches to the systematic management of a culture change, a procedure based on the framework of competing values is based on the assumption that the key dimensions of organizational culture can be assessed using an investigative tool (controversial hypothesis, as noted above in the chapter). Highlighting the conflicting values and orientations that exist in all organizations, this framework identifies four types of organizational cultures (see also Yeung et al., 1991; Zammuto and Krakauer, 1991; Quinn and Spreitzer, 1991; Hoijberg and Petrock, 1993, for empirical research on this framework). The orientation of an organization towards the interactions and coordination of human beings will fall on a very independent spectrum to very dependent on each other. Cultures that turn to the former place more emphasis on autonomy, individual action and competition. Those who tend towards the latter emphasize the integration, management of relationships and coordination of group efforts.
People in these cultures tend to work together and see success through the lens of the group. Scientists have identified other harmful effects of organizational cultures.