IntroductionThe Northern factory is a very successful factory because it consistently meets its quotas and exceeds customer expectations; However, a look inside the factory reveals a deep cultural divide between management and employees. The culture is strong in a negative sense, as workers constantly feed back their manager's words and desires to management. There was a high level of distrust because many workers opposed the lean manufacturing system, which management was trying to implement. Management felt it was necessary to change the organization's culture and processes, while employees felt that as long as they met quotas on time, there was no problem. I will examine the views of management and employees on the root cause of Northern Plant's culture and behavior and examine whether there is hope for cultural change. Management PerspectiveManagers at the Northern plant believed it was necessary to change the way production occurred. They wanted to introduce modern management methods into the factory, but faced many problems when implementing these changes, especially from employees. Executives attempted to introduce the system by describing the benefits employees would receive, but they always encountered extreme opposition to the idea of ​​lean manufacturing. Managers saw the need for a change in the organization's culture because they believed there were better ways and processes to accomplish tasks. Management's attempts to change the culture of the organization can be explained by Gerry Johnson's belief in the reasoning behind the strategic development of organizations. Johnson (Johnson, 1992) believes that managers have a specific set of beliefs and assume...... middle of paper ...... integration between management and employees and alignment of goals, the culture cannot be managed or controlled; therefore, other organizations should carefully consider the extent to which culture needs to be controlled in order to have an effective structure. Bibliography Harris, LC and Ogbonna, E. (2002). The unintended consequences of cultural interventions: A study of unexpected results. British Journal of Management, 13, 31-49. Johnson, G. (1992). Managing strategic change – strategy, culture and action. Long Range Planning, 25(1), 28-36. McAuley, J., Dubberly, J. and Johnson, P. (2007) Organization theory: challenges and prospects. Prentice Hall: Harlow. Schein, E. H. (1996). Culture: The missing concepts in organization studies. Administrative Science Quarterly, 41(2), 229. Turnbull, S. (2008). Support those involved in cultural change. Global focus, 2(1), 40.