**1. Introduction**

In recent years, the internal work environment has become increasingly important. Researchers prove that nowadays, it is not the technological changes that are the most significant in the company, but rather a new approach to employees. This new approach means that an employee is perceived not as an economically understood capital, but primarily as a human being—each has his/hers unique potential and investments in him/her are unlimitedly developing. This humanistic approach assumes that man develops throughout all their life, and this is a crucial feature of human nature. Under the humanistic management, the employee shall strive to develop his/her personality, competences, and skills. There are no predictable limits to this development. The human-focused approach is more and more emphasized but still rarely applied. It contrasts the economic approach that prevails in the business world. Both approaches make different assumptions about human nature and refer to different values in management. The adopted values determine the shape of the organizational culture of the companies applying them. Thanks to organizational culture, the enterprise becomes a psychological environment with social dimensions.

The issue of organizational culture is not new in management literature, and the belief in its growing importance does not raise doubt among researchers. However, although the very concept is considered crucial in management sciences, it is also viewed as an ambiguous notion. Despite this ambiguity, it has been successfully adopted in management theory and is frequently used in interpreting the behavior of employees. Culture is attributed with many functions that can be performed in relation to both the internal and external environment of an organization. It is widely accepted that it is culture that decides whether a given organization is able not only to survive on the market but also to develop successfully. And although in every organization so much depends on it, there are still questions that have not found comprehensive answers in previous studies. One of such questions should examine the nature of the relationship between management system used in a given company and type of organizational culture. The present considerations attempt to fill this research gap. They fall within the broader context of the dependence of organizational culture on individual subsystems of organizations. The study of its relationship with those subsystems, for instance, with the management system, is possible thanks to recognizing organizational culture as part of the organizational system. In this article, the main research problem is to determine the linkage between the subsystem (management and its relevant paradigms) and the organizational culture orientation.

Investigating and explaining the relationship between the economic and humanistic paradigm of management and the orientation of organizational culture focused on tasks and social relations is the main axis of this research. In order to explain this dependence, reference was made to M. Rokeach's Test of Values and the types of final and instrumental values contained therein, which were grouped into categories of interpersonal, intrapersonal, competence, and moral values. A model approach to these relationships was presented after prior analysis of the literature concerning both management paradigms and specific types of values and orientations of organizational cultures.

The article consists of four parts preceded by an introduction and crowned with conclusion. They are devoted to presenting the basic assumptions of the economic and humanistic management paradigm, explaining the concept of organizational culture by defining the place of values and the typology of values in organizational culture, presenting orientation in organizational culture, and linking orientation with management paradigms.
