4 Main Types of Organisational Culture
- Created by: tanja soulsby
- Created on: 08-06-17 08:43
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- 4 Main Types of Organisational Culture
- Power Culture
- Have centralised structures
- Decision making authority limited to small number of people
- Maybe just one person in the centre (e.g. the owner)
- Decision making authority limited to small number of people
- May begin to struggle if business grows and can't be run from the centre
- Employees likely to be more resistant to change
- Don't have opportunity to give opinions on changes to be made and not made
- Feel they don't have enough faith in senior managers who they feel are out of touch with day-to-day business
- Have centralised structures
- Role Culture
- Common in bureacratic firms where authority defined by job title
- Decisions come from senior managers, so employees don't have opportunity to get involved in decision making
- Organisation tends to have poor communication between departments
- Respond slowly to change
- Could result in them losing out to competitors in new/exapanding markets where strategies need to be developed / implemented quickly
- Respond slowly to change
- Organisation tends to avoid risk for fear of failure
- Change is quite rare
- Any changes brought in will meet resistance as employees not used to doing things differently
- Common in bureacratic firms where authority defined by job title
- Person Culture
- Common in loose organisations of individual workers
- Usually professional partnerships
- Solicitors
- Accountants
- Doctors etc.
- Usually professional partnerships
- Firm's objectives defined by personal ambitions of individuals involved
- Firms have to make sure these individuals do have common goals
- Decisions made jointly, so all employees likely to be comfortable and accepting of any changes as they have agreed to them
- Decisions on change can be difficult to make
- Individuals often think about what is best for themselves rather than what is best for the whole organisation
- Common in loose organisations of individual workers
- Task Culture
- Organisation places emphasis on getting specific tasks done
- Gets small teams together to work on a project, then disbands them
- May be conflict between teams for products, resources and budgets
- Can be confusing if a firm has too many products or projects
- Supports objectives based around the products (e.g. make X the market leader etc.)
- Responds well to management by objectives
- Translates corporate objectives into specific targets for each department and individual employee
- Staff likely to think change is normal from changing teams often and working with a variety of people
- Untitled
- Power Culture
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