摘要：Based on the assumption that the search for clusters of similar perceptions is important for organizational management and change, this case study analyzes the cultural agreement of an organization's subcultures, identifying the values (both extant and desired) perceived by the clusters leadership and staff. Was used a quantitive methodology (Q-methodology) with value-based diagnosis instrument for organizational culture for the systematic analysis of subjectivity that enabled the ideographic evaluation of organizational values;and a qualitative methodology, based on interviews and questionnaires filled out during workshops. We found that the organizational culture is predominantly defragmented. The existence of cultural fit among the subcultures of the leadership and the staff, with respect to desired values, offers us sufficient insight to suggest that cultural alignment is possible. This cultural fit is critical to the motivation and commitment of employees, and the governance and organizational citizenship.
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