**5. Bridging cultural orientations with management paradigms**

Based on the terminal/instrumental division of values, it is possible to link the dominant values with the organizational culture orientation. Among terminal values, the intrapersonal ones—focusing on the individual (e.g., prosperity, exciting life, social recognition, dignity, freedom, and prosperous life)—will foster the emergence of task orientation, while interpersonal values—focusing on society (e.g., mature love, friendship, wisdom, equality, and sense of accomplishment)—will create favorable conditions for the relational orientation. Among the instrumental values, the relational orientation will be favored by moral values (e.g., honest, responsible, forgiving, and obedient), while task orientation will be supported by competence values, especially cognitive and intellectual, having a more personal character (e.g., self-acceptance—ambitious, independent, courageous, intellectual, and talented).

In task-oriented organizational cultures, intrapersonal values belonging to the group of terminal values will dominate, and as for the group of instrumental values, competence, cognitive, and intellectual values will be the most prevailing.

In the interpersonal relations oriented organizational cultures, interpersonal (focusing on society) and moral values will dominate from the group of ultimate values.

Referring the two orientations to management paradigms, it can be assumed that when a humanistic paradigm is present in management, an organizational culture concentrated on human relations is created, while when an enterprise is managed in accordance with the economic paradigm, a task-oriented culture emerges. This conclusion results from a comparative analysis of the values dominant in the organizational culture with the assumptions underlying in the studied management paradigms. The relationship between the discussed paradigms and the orientation of organizational culture is shown in **Figure 2**.

The conclusions drawn from the analysis allow to state that it is, as a consequence, the management system based on the dominant paradigm (economic or humanistic) that determines the basic values in the organization and thus affects the organizational culture orientation. The presence of certain values results from the assumptions adopted in a given management paradigm. The management system based on the economic paradigm emphasizes the importance of terminal values belonging to the group of intrapersonal values and instrumental values representing the competence group. The management system referring to the humanistic paradigm, in contrast, considers interpersonal and instrumental values (among moral ones) as the most important.

*Organizational Culture in Enterprises Applying the Humanistic and Economic Paradigm… DOI: http://dx.doi.org/10.5772/intechopen.113155*

**Figure 2.**

*The model of dependence between management paradigms and organizational culture orientations. Source: Own elaboration.*
