Organizational culture is a unique combination of factors that end up characterizing an organization, as well as the way in which activities, human relationships and third -party relationships are structured. Starting from dress code (even in the absence of a compulsory uniform) all the way to conflict management, everything makes up the organizations culture. The present paper aims at identifying the organizational structure within a service-providing company. The example was chosen taking into account the company enlargement and the changes occurring on the domestic market. The practicing level of the respective organizational culture is analyzed by taking into account the following dimensions: focus on result in relation with focus on process, focus on employees in relation with focus on labour, professional/limited cultures, open systems versus closed systems, loose control versus tight control, pragmatic character versus a regulatory one. The third part of this paper comprises a survey regarding the management styles employed by a service provider, starting from Victor Vroom and Philip Yetton’s model. The latter is a particular application of decision-making trees with 14 decision-making types, whereby alternatives are provi ded regarding subordinate involvement in decision