ABSTRACT
Several researchers have presented over the last few years differentiated organizational culture typologies. Among those typologies, the one proposed by Robert Quinn and colleagues is highlighted. Those authors, considering the organizations as contradictory systems, have developed a model for evaluation of the organizational culture, entitled “Competing Values” that can be represented by two shafts that create four quadrants. The vertical axis starts from the word flexibility (top of the axis and means the importance of the individual initiative and organizational adaptability) to the control (the base of the axis, emphasizing the need for hierarchy and control of the functions) and the horizontal axis goes from intern goal (emphasis on the development of human resources, keeping the work environment stable and corporate) to the extern (organizational goal of growth and resource acquisition). Each quadrant of this structure represents one of the four models in organizational theory: Human Relations, Open Systems, Rational Goals and Internal Process, (Figure 1). In fact, according to Quinn (1998), the organizations are not inside those four models, as they do not contain organizations. What occur is that organizations contain models.
