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This paper describes research within a large Algerian industrial undertaking with the view of identifying its culture profiles. Data were gathered from a sample of managers using the culture measurement tool called OCAI. The findings show that the case organisation was currently dominated by market and hierarchy cultures. Clan and Adhocracy cultures have comparatively less consideration. In the future, respondents hope to see added emphasis put on the hierarchy and clan cultures. This indicates a misalignment between what the managers thought was needed and what they perceived to exist. [ABSTRACT FROM AUTHOR]