You sell your product or service or when you know and believe in it, otherwise it you do not have arguments for the sale thereof. However, if you know and feel satisfied with the product you sell, you get homesick easily convey that their client, making him get excited with, buy your product and be happy. All this is thanks to endo-marketing and other tools. This dimension shows the extent to which 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. Read more from Zendesk to gain a more clear picture of the situation. 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 should be sought to avoid being reached by any of them. As an example of dilemma may include the forces that prevent organizations for decentralization. Cultures tend to one direction or another, but the degree of sustainable Davies is limited.
The two prongs of the dilemma can be vicious cycles (a cyclone or vortex rodamoinho) 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 corporate culture that maintains integrated organization and produce a psychological advantage. All this puts pressure on managers for them to develop new skills to manage in the new scenario.