Of the different approaches to the study of cultural differences and repercussions on organizational behavior, perhaps the works of Geert Hofstede[13]​ (1980) have had the greatest impact, even today. This author built his model based on a macro-survey of 116,000 workers in branches of the multinational company IBM in 64 different countries. After analyzing the data, the author proposed that there were shared values ​​in all of them, although with differences in the ranges of each of them depending on the country...

These values ​​were initially grouped by the author into five large dimensions:

a) Individualism-collectivism is the degree to which the culture emphasizes independence and individual needs compared to collectivism, which emphasizes the satisfaction of group needs.

b) Power distance, is the degree to which the culture and its members accept a greater or lesser distance and differentiation between the people who have power and the rest.

c) Masculinity-femininity, is the degree to which a culture emphasizes assertiveness, independence and dominance (masculinity) or caring and supporting others (femininity).

d) Uncertainty avoidance is the degree to which the organizational culture tolerates deviation from established norms and values.

However, Hofstede's model has been criticized for its bias in using data collected among IBM workers to build the model, which cannot be taken as a representation of all national samples. Furthermore, the grouping made by some authors into large categories masks the differences that exist between countries.

e) Temporal focus or orientation"); the degree to which the organization or its members are oriented in the time horizon; from the most restricted (short term) to the long-term vision.

Due to its function, the Public Administration puts citizens in direct contact with political power, satisfying public interests immediately, in contrast to the legislative and judicial powers, which do so mediately.

It is mainly regulated by the executive branch and the organizations that are in permanent contact with it.1 By exception, some agencies of the legislative branch integrate the notion of "Public Administration" (such as state companies), while there may be games of "General Administration" in the other four powers or in state agencies that may depend on one.

The notion reaches teachers and other public education workers, as well as professionals in state health centers, the police, the armed forces, the national park service and the postal service. It is debated, however, whether it includes public services provided by private organizations authorized by the State. The concept does not extend to the state entities that carry out the legislative function or the judicial function of the State.

When the existing culture is based on groupthink. This concept has been strongly described by Irving L. Janis as "...the quick and easy way of thinking in a highly cohesive group where people are deeply involved and strive for unanimity to override their motivation to inform themselves about real alternatives for action." This is a state in which people, even if they have different opinions, do not challenge organizational thinking, consequently giving little opportunity for innovative thinking. It can happen, for example, when there is strong trust in a central and charismatic figure, or when there is a climate of friendly relations at the base of the group identity (avoiding conflicts). In fact, groupthink belongs to groups. Defiant members are rejected or seen as a negative influence on the rest of the group because their ideas conflict and disrupt the core culture. In studies on culture, it is seen as ethnocentric or culturocentric, since there is a tendency to think that one's own culture/subculture is the best.

The most accepted definition of Organizational Culture is that of Schein: “Organizational culture is the pattern of basic premises that a given group invented, discovered or developed in the process of learning to solve its problems of external adaptation and internal integration and that worked well enough to the point of being considered valid and, therefore, of being taught to new members of the group as the correct way to perceive, think and feel in relation to these problems (Schein, 1984:56).

Work culture can be measured manually in organizations, or tools can be used to facilitate and automate the process. In Latin America there are solutions such as Great Place to Work or Acsendo, tools that facilitate the process of capturing information and generating massive reports.

According to Stephen P. Robbins, culture plays numerous functions within the organization. First, it has a boundary-defining role; that is, it creates distinctions between one organization and others. Second, it conveys a sense of identity to organizational members. Third, culture facilitates the generation of a commitment to something larger than an individual's personal interest. Fourth, it increases the stability of the social system.[29]​.

Of the different approaches to the study of cultural differences and repercussions on organizational behavior, perhaps the works of Geert Hofstede[13]​ (1980) have had the greatest impact, even today. This author built his model based on a macro-survey of 116,000 workers in branches of the multinational company IBM in 64 different countries. After analyzing the data, the author proposed that there were shared values ​​in all of them, although with differences in the ranges of each of them depending on the country...

These values ​​were initially grouped by the author into five large dimensions:

a) Individualism-collectivism is the degree to which the culture emphasizes independence and individual needs compared to collectivism, which emphasizes the satisfaction of group needs.

b) Power distance, is the degree to which the culture and its members accept a greater or lesser distance and differentiation between the people who have power and the rest.

c) Masculinity-femininity, is the degree to which a culture emphasizes assertiveness, independence and dominance (masculinity) or caring and supporting others (femininity).

d) Uncertainty avoidance is the degree to which the organizational culture tolerates deviation from established norms and values.

However, Hofstede's model has been criticized for its bias in using data collected among IBM workers to build the model, which cannot be taken as a representation of all national samples. Furthermore, the grouping made by some authors into large categories masks the differences that exist between countries.

e) Temporal focus or orientation"); the degree to which the organization or its members are oriented in the time horizon; from the most restricted (short term) to the long-term vision.

Due to its function, the Public Administration puts citizens in direct contact with political power, satisfying public interests immediately, in contrast to the legislative and judicial powers, which do so mediately.

It is mainly regulated by the executive branch and the organizations that are in permanent contact with it.1 By exception, some agencies of the legislative branch integrate the notion of "Public Administration" (such as state companies), while there may be games of "General Administration" in the other four powers or in state agencies that may depend on one.

The notion reaches teachers and other public education workers, as well as professionals in state health centers, the police, the armed forces, the national park service and the postal service. It is debated, however, whether it includes public services provided by private organizations authorized by the State. The concept does not extend to the state entities that carry out the legislative function or the judicial function of the State.

When the existing culture is based on groupthink. This concept has been strongly described by Irving L. Janis as "...the quick and easy way of thinking in a highly cohesive group where people are deeply involved and strive for unanimity to override their motivation to inform themselves about real alternatives for action." This is a state in which people, even if they have different opinions, do not challenge organizational thinking, consequently giving little opportunity for innovative thinking. It can happen, for example, when there is strong trust in a central and charismatic figure, or when there is a climate of friendly relations at the base of the group identity (avoiding conflicts). In fact, groupthink belongs to groups. Defiant members are rejected or seen as a negative influence on the rest of the group because their ideas conflict and disrupt the core culture. In studies on culture, it is seen as ethnocentric or culturocentric, since there is a tendency to think that one's own culture/subculture is the best.

The most accepted definition of Organizational Culture is that of Schein: “Organizational culture is the pattern of basic premises that a given group invented, discovered or developed in the process of learning to solve its problems of external adaptation and internal integration and that worked well enough to the point of being considered valid and, therefore, of being taught to new members of the group as the correct way to perceive, think and feel in relation to these problems (Schein, 1984:56).

Work culture can be measured manually in organizations, or tools can be used to facilitate and automate the process. In Latin America there are solutions such as Great Place to Work or Acsendo, tools that facilitate the process of capturing information and generating massive reports.

According to Stephen P. Robbins, culture plays numerous functions within the organization. First, it has a boundary-defining role; that is, it creates distinctions between one organization and others. Second, it conveys a sense of identity to organizational members. Third, culture facilitates the generation of a commitment to something larger than an individual's personal interest. Fourth, it increases the stability of the social system.[29]​.