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AbstractThe main goal – to determine executive and employee standpoint towards organizational culture features in the x health care institution. Objectives: 1.To identify and compare the standpoint of executives and employees towards dominant and desired organizational culture features in the x health care institution. 2.To identify and compare the standpoint of executives and employees towards expression and characteristic of forming factors of organizational culture features in the x health care institution. 3.To identify links between Health care institution dominant and desired organizational culture types and organizational cultural features between employees and executives. Methods – the research object is executive and employees standpoint towards organizational culture features in the x health care institution. The research subjects are health care institution executives and employees. The response rate of executives is 88%, employees 65%. A questionnaire survey was conducted by using methodology of Cameron, Quin and Denison. SPSS 19 was used for statistical analysis. Sjudenso T criteria and analysis of variance and blocking (ANOVA), were applied for comparison of averages. For identification of links, the Pearson correlation coefficient was used. Results – the hierarchical structure is currently widespread in the institution, but clan structure is desired. The type of hierarchical culture is more dominant among executives; market is common among employees. In the future, the executives seek to maintain the culture of hierarchy; employees are more into clan and market cultures. During the assessment of dominant and desired types, the hierarchy culture type can be replaced by clan in both groups. Moreover, higher expression of organizational culture features is found among executives. Engagement is mostly influenced by power devotion. Consistency is related to main values and consensus. Meanwhile adaptability is influenced by organizing training. The mission is mainly determined by the strategic directions and objectives. The dominant clan among executives is positively associated with engagement and consistency, adhocracy with mission. Market is negatively associated with engagement, adaptability and mission. Clan among workers is positively associated with engagement, consistency and adaptability. Market is negatively associated with engagement, hierarchy with engagement and adaptability. The desired clan among executives is negatively related to engagement and adaptability; clan among employees is negatively related to consistency and adaptability. Market is negatively related with engagement, adaptability among executives. Hierarchy is positively related to engagement, adaptability and consistency. Conclusions – the hierarchical structure is currently used in the health care institution, but the clan system is desired in the future. The average expression of organizational culture features is dominating in the health care institutions, where involvement is dominating and mission is the weakest. The strength of involvement, consistency and adaptability expression might increase the dominance of clan, however this type prevalence might decrease in the future and instead the hierarchical system may appear.