The master‘s thesis is dealing with the issue related to the organizational culture. The work is divided to three parts. In the first chapter, the theoretical base is defined. The second part consists of an analysis of the actual state of the organizational culture in the chosen organization. The last part contains suggested recommendations for organizational culture change based on the defined theoretical base, and the results of the performed analysis.

The master´s thesis deals with subject of organizational culture, its effect on efficiency of the company and its transformation. The aim of this dissertation is to analyze the content of the current organizational culture of the chosen company, to evaluate it in relation to the company and to propose solutions, which would be contributive to overall efficiency.

The Mill Cities Charter School is a public urban charter high school founded on the Essential School Philosophy (ESP). Introduced in 1984, ESP “envisions an educational system that equips students with the intellectual, emotional and social habits and skills to become powerful and informed citizens who contribute actively toward a democratic and equitable society” (Coalition of Essential Schools, 2015). However, there is a lack of empirical research exploring the implementation of ESP, as well as its impacts on students’ personal, social and academic growth. Thus, this study’s goals were to gain an interpretive understanding of student perceptions and developmental impacts; as well as the process through which school culture influences positive youth development. A qualitative phenomenological approach was utilized, based on the philosophy of critical realism, which mediates between subjective experience and objective reality. In-depth, in-person semi-structured interviews were conducted on-site with 20 members of the senior class to explore their perceptions of the school culture and its impacts on their personal, social and academic development. Findings revealed that students largely had positive perceptions of school culture experience in all explored dimensions (Safety, Relationships, Teaching and Learning, Institutional Environment) with one notable exception, the School Improvement Process dimension, in which concerns were expressed about the school’s expansion plan changing the existing culture. Students also reported positive gains in personal, social and academic development, which they directly attributed to the school culture. Further, theoretical analysis revealed students’ internalization of cultural identity as the mediating process to explain “how” school culture positively impacted development. This relationship between individual and institutional cultural identity was bi-directional, with reciprocal impacts on both students and the school culture itself. This dissertation may inform educational policy discussions concerning the relationship between school culture and positive youth development. Findings regarding the ESP’s successful implementation into an urban public charter school setting and positive perceived impacts on high risk students’ development offer insights into the transformational elements of school culture. Significantly, this study offers understanding of this transformational process as a reciprocal interactive relationship between individual internalization of cultural identity and institutional externalization of a unique, recognizable organizational identity.

The main aim of my thesis is to evaluate the organizational culture of Top Advert, s.r.o. My work is divided into two parts. The first deals with the theoretical background to the issue and its description. The practical part is then focused on identifying the content of organizational culture through a questionnaire survey and a semi-structured interview. Based on the findings, measures are also proposed to improve the current situation.

Comment caractériser la culture organisationnelle d’une entreprise multinationale tout en prenant en compte l’impact des cultures nationales des pays où elle opère ? Telle est la problématique que nous traitons à partir de l’exemple du groupe Saint-Gobain. Nous nous appuyons sur la méthodologie préconisée par Schein dans une démarche apparentée à la Grounded Theory. Nous avons identifié trois dimensions fondamentales principales s’appuyant sur une quatrième dimension complémentaire : - La première dimension porte sur les relations entre les personnes qui se caractérisent par un respect de la personne, un esprit de collaboration, un souci de développement des personnes et un profond respect de la hiérarchie. Nous avons reprise l’image de la famille pour caractériser Saint-Gobain ;- La deuxième dimension est l’action et la relation au monde. Saint-Gobain se caractérise par son esprit d’entreprise, sa prudence et son souci de conformité, son innovation, son attachement à la décentralisation, sa culture industrielle, un sens émergent du client, et sa responsabilité sociale. Nous la caractérisons comme une communauté d’entrepreneurs solidaires et prudents ;- La troisième dimension est la relation au temps : un temps long, ancré dans l’histoire et marqué par la durabilité. Une quatrième dimension complémentaire apparait, relative au respect des cultures nationales et à la prégnance de la culture française Nos travaux confirment la pertinence de la méthodologie de Schein comme le modèle de gestion français caractérisé par d’Iribarne. Par ailleurs les trois dimensions fondamentales que nous avons identifiées rejoignent la typologie de Hampden-Turner & Trompenaars. / How to define the organizational culture of a multinational corporation whilst taking into account the impact of the local cultures of countries where it operates? This question introduces the problematic nature of our study focused on the Saint-Gobain Group. Our research is based on Schein’s methodology in an approach related to the Grounded Theory. We have identified three main fundamental dimensions supported by a complementary fourth dimension:- The first dimension concerns relations among people which can be characterized by respect for people, team spirit, a concern for peoples’ development and profound respect for the hierarchy. To represent Saint-Gobain, we used the metaphor of the family;- The second dimension is the action and relation towards the world. Saint-Gobain is characterized by its entrepreneurial spirit, its prudence and its concern for conformity, its innovation, its commitment to decentralization, its industrial culture, an emerging sense of the customer, and its social responsibility. We characterize it as a community of supportive and prudent entrepreneurs; - The third dimension is the relation to time: a long time carved in history and marked by sustainability.The fourth complementary dimension, in respect of national cultures and the importance of French culture, appears either explicitly or through the practices of leaders and managers who have shaped the organization over time. Our work allows us to validate the relevance of Schein’s methodology and to confirm the French management model characterized by d’Iribarne. Moreover, the three identified fundamental dimensions correspond with the typology of Hampden-Turner & Trompenaars