Análisis del modelo de cultura organizacional que presenta la Empresa Industrias ALES en el año 2017.

Abstract

The research aims to perform an analysis of the organizational culture model presented by the company ALES. As a methodology for the evaluation of the organizational culture, the Competing Values Framework method is used, which establishes four types of culture: Clan, Ad-hoc, Hierarchical and Market, which are measured through the OCAI tool, finally applied to 309 employees. The research showed that there is a significant difference between the culture expected by the workers and the culture existing in the company, generating nonconformities that can be reflected in the decrease of productivity. Ales has a higher score for the hierarchical culture, 27.5% hierarchical, 26.8% Market, 23.4% Clan type and 22.3% Adhocracy, greater inclination to the hierarchical and also in part of market, and practically does not orient itself to a culture type Clan or Adhocracia. The findings indicate greater preference of workers for the different characteristics of a clan and adhocracy culture, while in the reality valued in the company is mostly oriented to a hierarchical and market culture.