The objective of this study is to investigate the relationship between organizational culture and the organizational climate in Rio Grande do Norte's dairy industries. An exploratory-descriptive and conclusive-causal study was carried out to examine a sample composed of 211 employees of all hierarchical levels of firms investigated, corresponding to 25.6% of the total of this sector. Based on the data collected, the employees' personal characteristics, the predominant organizational culture profile, and the predominant organizational climate in the industries researched were identified. In order to analyze the organizational culture, the Competing Value Model (CAMERON; QUINN, 2006), with adaptations by Santos (2000) was used. In order to analyze the organizational climate, the Organizational Climate Measurement Scale, proposed by Martins et al. (2004) and Martins (2008), with modifications, was used. The data were submitted to quantitative statistical analyses that led to the following conclusions: the organizations' cultural profiles were considered well-balanced, with emphasis to "clan culture" and "market culture" profiles; the organizational climate was considered good, based on the Martins' (2008) classification, with emphasis to "support from the top management and organization" and "physical comfort", factors that are in agreement with the "clanculture" profile; and the cultural profiles showed influence on the organizational climate factors. Therefore, based on the results, it can be concluded that there are relationships between the cultural profiles and the organizational climate factors in the organizations studied.
Organizational culture; Organizational climate; Dairy industries
