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The present study aims to present two of the most used international models for evaluating the organizational culture at company level. The models -- Denison or Human Synergistics -- are using a bottom-up approach, which starts from the employee level, in order to determine the organizational culture profiles, as a result of individual overlapping values and behaviours. The research will illustrate how the Human Synergistics cultural styles and the Denison cultural dimensions and traits draw an accurate and detailed image of the organizational culture at company level. The study is proposing a complementary approach, by using both models simultaneously, in order to obtain a more complex representation of the organizational culture, defined by the capacity of the organization to build a collective identity, in order to seize the changes in the external environment and to transform the threats into opportunities. The result could form a foundation to define a future process of modelling the cultural transformation of a Romanian company, for a better adaptation to the Romanian business environment. [ABSTRACT FROM AUTHOR]

This article constitutes a theoretical, conceptual and empirical approach of the organzations with a performance-oriented culture and the role of leadership in the modeling of organizational culture. The study discusses the influence of culture over strategy, the change of organizational culture. Also, the paper approaches the models of organizational culture assessment and identifies the characteristics of organizational culture in Romania. The actual research has several phases: determining cultural dimensions according to Hofstede's model for Romanian and foreign employees within the chosen sample, determining cultural dimensions according Denison's model for the chosen sample and measuring the efficiency of the process of redefining the company's values. [ABSTRACT FROM AUTHOR]

Starting from Geert Hoofstede's statement that people are culturally conditioned, this study tries to answer in a scientifically-based manner to questions raised in any multinational company. The study analyses, from the perspective of performance in business, the evolution of organizational culture within a sample of companies, the influence of organizational culture of the mother-company, assessing the extent in which organizational and managerial culture modify by interacting to the Romanian environment. The paper tries to identify the success factors and the necessary adaptation of the components of the organizational culture in order to attain its success. Also, the study highlights the un-success factors, trying to contour a model of adapting a multinational company, with a well-defined organizational culture, to the Romanian social-economic environment. [ABSTRACT FROM AUTHOR]