**6. Discussion and conclusion**

The subject of the article is the organizational culture under the influence of the management paradigm used in the enterprise. It presents two orientations of organizational culture, one of which—orientation on interpersonal relations and the values associated with them—is determined by the application of the humanistic paradigm, while the other—orientation on tasks—is more closely related to the economic paradigm and its basic values.

Usually, organizations are designed to achieve certain goals, and therefore, the organizational task must be known and highly accepted by all organizational members. Relationship-oriented and task-oriented behaviors are not seen as mutually exclusive and can be combined [39]. It should be recognized that aside from duties, the mutual relations are crucial. Therefore, on the one hand, it is necessary to know how important the organizational task is for its members and, on the other hand, how important mutual relations are.

When considering learning organizations and their cultures, Schein concluded that task and relational orientation are equally important [19]. It should therefore be assumed that both orientations determine the organizational culture. Effectiveness of the organization depends on the willingness of its members to accept the goals and tasks, together with the sense of community. Schein believed that in a stable environment, it is safer to be task-oriented, while in a complex and dynamic environment, there is a greater need for a relationship orientation. This is due to the necessity of mutual trust and the need for efficient communication between employees. The communication is necessary to solve numerous problems arising in the changing environment [19].

In contrast, Harrison [36] recognizes that the strongest side of task-oriented organizational culture is coping in a changing environment, but he also believes that human-orientation is not inappropriate in such conditions. He highlights the growing pressure on organizations to create a relational culture. This pressure stems from the changing environment in which organizations operate in. What is required is a greater emphasis on interpersonal relationships involving both employees and customers, business partners, shareholders, and representatives of various interest groups [32].

In the light of the discussion on the benefits of alternative use of particular paradigms in specific market situations, a complementary approach should be considered appropriate. Economic management is recommended in engineering companies with a project structure in which deadlines, rules, and the hierarchy of performed activities are important. However, in service companies, operating on the basis of employees' creativity and common values, better results in relation to teamwork and greater involvement of employees can be obtained by applying humanistic management. The alternative use of paradigms in management is also supported by cultural conditions affecting the orientation of the organizational culture of enterprises operating in a specific cultural and social environment.

Recently, as a result of organizational culture research on Vietnamese enterprises, a division of interpersonal orientation into two sub-orientations has appeared in literature [40]. The relationship orientation has been divided into status orientation and unity orientation. Status orientation reflects the distance between organizations/leaders and employees. It makes it easier to deal with bureaucratic systems that prevent local workers from competing fairly. Conversely, the unity orientation emphasizes the sense of community. Working in a group is perceived as efficient and harmless, even if it is inconsistent with the instructions received from superiors.

Increasingly numerous studies prove the cultural conditioning of organizational culture orientation. The orientation toward unity reflects the collectivist Confucian values [41]. This proves that organizational culture is influenced not only by management paradigms but also by other factors, such as the impact of cultural values. A need for further research into the determinants of organizational culture orientation is indicated. This need is also evidenced by the results of the comparative research on the value of organizational cultures of social and commercial enterprises in Poland operating in the dairy, trade, and insurance industries [42]. A comparative study of management reports relating to language artifacts constituting one of the elements of organizational culture confirmed the existence of differences in the orientation of the organizational culture of the surveyed enterprises. Organizational cultures of social enterprises turned out to be more oriented toward social relations than toward commercial enterprises, while organizational cultures of commercial enterprises were more often task-oriented. The study found that corporations often require employees to conform to predetermined values, while social enterprises build organizational culture to a large extent based on the values and needs of its members.

Values are a key component of organizational culture. The creation of a relevant value system in an organization contributes to improving the effects of its activities and consolidates its favorable image. In order to develop the appropriate organizational culture (fulfilling assigned functions), the knowledge of its relationship with other subsystems is needed. The article addressed the issue of the linkage of the organizational culture orientation with the adopted management paradigm. After analyzing the existing literature, the thesis was made that in humanistically managed enterprises, an organizational culture based on interpersonal relations is created, while in enterprises managed in accordance with the economic paradigm, a taskoriented culture prevails. This thesis was supported by referring to values and their model approach by M. Rokeach. The basis was the assumption that the management paradigm determines the values that consequently determine the orientation of the

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

organizational culture. As a result of the undertaken analysis, a model of dependence of the organizational culture orientation on the management paradigm was created, indicating the final and instrumental values that generate and justify this dependence. This model can serve as a research framework in empirical research on the determinants of organizational cultures and value systems in organizations.
