Deal and Kennedy (1984) considerculture as“The way we do things round here.” They disputethat culture is key to role-playing in the success or failure of organizations. They suggest that culture consists of four dimensions:values, heroes, idols, rites and rituals and the culture network (1982). ComparabletoSchein’sdepiction, value reflects dissimilarmannerstowards different dilemmasoradvancement. Heroes are those who conveyconventionalset of lawsand values which are fashionedby the bestof the organization. Rites and rituals are the legitimatetechniquesby whichparty votersconduct tasks or interact with others. The culture network is where partyvoterscommunicate with each other.
Cameron &Quinn (1999) come up with their theory of the Competing Values Framework, as can be shown in Figure-1.
Figure-1
Source: The Competing Values Framework: Organizational Culture (Adapted from Quinn 1988)
They measure organization culture in respect oftwo dimensions: internal/external focus and stability/flexibility structure (Gray& Densten). There are four quadrants followed. The first quadrant is named Clan; its traitis high flexibility and an internal focus. The kind of culture accentuates information sharing andparticipative decision-making.Members have strongest feelings of affiliation and belonging. The second quadrantis characterized byhigh flexibility and high external focus, as we can see from picture. This kind of culture stresses the significance of innovation, creativity and external support. The third quadrant is named as Hierarchy. In this kind of culture, management and control are stressed, thus tasks and duties are performed efficiently. The last quadrant is named market. It is a market oriented type of organization. Members stress productivity, efficiency and competitiveness.
新政和肯尼迪（1984年）considerculture“的方式，我们做一些事情，在这里圆。”他们disputethat文化是组织的成功或失败的角色扮演的关键。他们认为，文化包括四个方面：价值观，英雄，偶像，仪式和仪式和文化网络（1982）。ComparabletoSchein’sdepiction，值反映dissimilarmannerstowards不同的dilemmasoradvancement的。英雄是那些谁conveyconventionalset的lawsand值，这是fashionedby的最妙的组织。仪式和仪式是的legitimatetechniquesby whichparty votersconduct，任务或与他人互动。是partyvoterscommunicate彼此的文化网络。
卡梅隆和奎因（1999）提出了他们的竞争价值观框架的理论，可以在图1所示。
图1
来源：竞值架构：组织文化（摘自1988年从昆）
他们测量组织文化的尊重两者在尺寸：内部/外部的重点和稳定性/灵活性结构（灰色Densten）。有四个象限其次。第一象限被命名为家族，其traitis的高灵活性和内部的焦点。一种文化，突出信息共享的andparticipative的决策making.Members有强烈的情感联系和归属感。第二quadrantis的特点byhigh的灵活性和外部的重点，我们可以从图片中看到。这种文化强调的创新，创造力和外部支持的重要性。第三象限被命名为层次。在这种文化中，强调管理和控制，从而任务，并有效地执行职务。最后象限名为市场。这是一个以市场为导向的组织类型。委员强调生产力，效率和竞争力。
