Cultural audit

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Cultural audit
See also

Cultural audit - can be used to establish if there are various groups or subcultures in company that have completely different views about workplace, managers, organizational structure and so on. It is conducted to investigate attitudes and advantages of the workforce as well as actions they engage in. Cultural audit primarily includes discussions between managers of how employers see company's culture and how it can be improved and developed[1].

The cultural audit consists of such questions as[2]:

  • How employers communicate with each other?
  • How they spend their time on breaks?
  • How employers proceed inside the organization?
  • Are they empowered?
  • What is the leading management style of managers?

This type of analysis concentrates on how critical qualities are embraced and demonstrated by employers in the whole organization. Employee surveys help to examine how workers feel about different critical issues, they can be quite useful for upward appraisal and response of management[3].

Bi-Cultural Audit

A bi-cultural audit pinpoints cultural relations within the merging organizations and determines degree to which cultural conflicts will probably happen. Cultural collisions can be minimized by running a bicultural audit before the merger[4].

Bi-cultural audit consists of three steps, which are represented below[5]:

  • Data collecting: the process starts with interviews, questioning and observation of employees to discover cultural differences amongst the merging companies.
  • Data analysing: second step implies analysis of collected data to determine which differences between these organizations can cause the misunderstanding and what kind of cultural values will be the fundamentals for building a united cultural company.
  • Integration: in the finale it comes to forming strategy and making plans on how to bring the culture clash from merger to minimum.


  1. G. Bohlander, S. Snell 2006, s.58-59
  2. G. Bohlander, S. Snell 2006, s.58-59
  3. G. Bohlander, S. Snell 2006, s.58
  4. Aquinas 2009, s. 450
  5. Aquinas 2009, s. 450


Author: Uladzislau Leonau