Organizational culture of a judicial unit

The cognitive purpose of this article is a presentation of results and organizational culture research significance for shaping of management actions in a selected judiciary unit. The research purpose was diagnosis of existing culture orientations among the judiciary administration workers in one of courts within the Silesian Voivodeship area. The Cameron-Quinn research questionnaire was used for this research, carried out using a direct inquiry distribution among workers of the judiciary unit. Sample was selected purposedly – the respondents were administrative workers of the selected judiciary unit. Respondents did indicate dominating culture orientation in measures taken in the Cameron-Quinn classification, in both perceived and preferred formats. Workers did indicate that the worker managing style has a basis in hierarchic culture. Individual bases on job safety and working conditions constancy. Organization cohesion is ensured by formal principles and introduced rules. Besides, pressure on introduced rules constancy or least possible changes is exerted. Activity efficiency is reached by strict hierarchic dependences. Preferred rganizational culture should be a clan culture. Respondents did indicate that they would like the organization to be a place, resembling a big family. Personal engagement in an organization is the status in which they would most willingly create