**4. Orientations of organizational cultures**

Organizational culture has many theoretical models, typologies, and classifications. They are often cited in management literature and repeatedly used in empirical research undertaken by authors from many countries. Their most cited creators are E. Schein, G. Hofstede, F. Trompenaars and Ch. Hampden-Turner, and Ch. Handy. The issue of organizational culture orientations in terms of prevailing values has attracted less attention than models and classifications of cultures. However, a certain number of research do exist, the earliest of which was a study conducted at Ohio State University in the 1940s, when two fundamental values of behavioral traits were discovered: the structure of initiation (task orientation) and consideration (relationship orientation) [31]. Another research that yielded similar results is a University of Michigan study that presented two analogous types of behavioral traits: productionfocused and worker-focused [32].

Also in later literature, it is noted that organizational culture, which is shaped by external and internal factors, can in practice adopt one of two orientations—task orientation or interpersonal relationships orientation. Each of them points to a different purpose and to those aspects of everyday life that are considered the most important in a given organization. Many analysts (despite the fact that not everyone uses the same terminology) consider these two orientations of organizational culture to be crucial [17, 33, 34].

Several researchers [19, 35, 36] deeply discussed task and relationship orientations and considered them to be the most important in organizational culture. They perceived them as valuable for studying as they bring forth the most general aspects in social groups in organizations. The two are also useful when investigating leadership, group processes, and conflict management [37]. Task orientation refers to the focus on the very work and goals of the organization. Relationship orientation refers to the human side and how interrelations are valued [34].

In literature, a diverse nomenclature is used in relation to the abovementioned orientations of organizational cultures. Harrison [36] proposes to use the term of task culture and person culture, arguing that the concept of task culture encompasses the goals of an organization that are relevant to all its activities and that members of the organization are expected to support. On the other hand, he refers to the concept of an organizational culture oriented at a person based on harmonious interpersonal relationships.

Cameron and Quinn [38] use different terms, namely, goal orientation and support orientation. The content of these terms remains coincident with the terms used by Schein [19] who distinguished task-oriented and relationship-oriented organizational culture. These two are also referred to by him as as aimed at "being" and "doing".

Task orientation reflects the degree to which members of an organization are willing to pursue common goals. In this case, achieving the goal is the greatest value [36]. The most important thing is to perform the task, so the focus is put on the achievements of employees, rewards, and competing.

Relationship orientation emphasizes the importance of belonging to a group employees are actively involved in solving work-related problems. In this case, the aim of an organization is primarily to meet the needs of employees [19]. What this orientation reflects is the concern for employees, emphasizing the importance of bonding, participation, and cooperation. At the core of any organizational culture lies the assumption about proper interpersonal relationships, thanks to which a group can feel safe and efficient at work [19].
