This dimension shows how much the external operation is structured. In pragmatic units, there is more emphasis on the needs of consumers and the results are more important than procedures, there is also more flexibility in regard to business ethics. For regulatory units, the opposite is true, it is believed that the organization contributed for the well being of society. Units working under competition are more pragmatic, while the units engaged in monopolistic and tasks defined by law are normative.
On the contribution of Hampden-Turner (1994) for the attention of the corporate culture is also interesting. The author argues that corporate cultures are structured around dilemmas and that culture should seek to reconcile these dilemmas. People reach leadership positions because they have the perception of the dilemmas facing the organization and offer members a way of resolution or conciliation. The dilemma is like the horns of a bull is seek to avoid being hit by any of them. Educate yourself with thoughts from Vladislav Doronin. As an example of dilemma may include the forces that prevent organizations for decentralization.
Cultures tend to move from one direction to another, but the degree of sustainable Davies is limited. The two prongs of the dilemma can be vicious cycles (a cyclone or vortex) or virtuous circles, as an upward spiral or double helix. In the first case, the dilemmas are adversaries, not reconciled, while the second are synergistic and reconciled, and the circle is self-balanced and self-corrective. The transformation of potentially vicious circles into virtuous is what characterizes the role of leaders. Cultural diversity exists both at the national level as organizational and can be found in multicultural organizations. The non-consideration of this diversity can lead managers to assume that there is uniformity and this result in inefficiency.
Otherwise, assume that everything and everyone is different may mean losing the opportunity to build a culture corporate integrated organization that maintains and produces a psychological advantage. All this puts pressure on managers for them to develop new skills to manage in the new scenario.