WHATISCULTURALORGANISATION?

Theorganizationculturedecidesthewayemployeesinteractamongstthemselvesaswellas
externalparties.Notwoorganizationscanhavethesamecultureanditisessentialforthe
employeestoadjustwellintheirorganizationsculturetoenjoytheirworkandstaystress
WHOISCHARLESHANDY?
philosopherwhohasspecializedinorganizationculture.AccordingtoCharlesHandys
model,therearefourtypesofculturewhichtheorganizationsfollow
PowerCulture
Inanorganisationwithapowerculture,powerisheldbyjustafewindividualswhose
influencespreadsthroughouttheorganisation.
Employeesaregenerallyjudgedbywhattheyachieveratherthanhowtheydothingsorhow
theyact.Aconsequenceofthiscanbequickdecisionmaking,evenifthosedecisionsaren'tin
thebestlongterminterestsoftheorganisation.
Canmovequicklyinthemarketandmakerapidinternalchanges.
Unifiesindividualeffortbehindthevisionoftheleader
Allrelianceanddependencyonthepersoninthecentre.
Theycanappeartoughandabrasiveandtheirsuccessescanbeaccompaniedbylowmorale
andhighturnoverasindividualsfailoroptoutofthecompetitiveatmosphere.Theycan
appeartoughandabrasiveandtheirsuccessescanbeaccompaniedbylowmoraleandhigh
turnoverasindividualsfailoroptoutofthecompetitiveatmosphere.
Peopledonotseemtoquestiontheleaderseventhoughtheymaybewrong.
TaskCulture
Beingputintoteamstosolveparticularproblems.
Nosinglepowersource.
Teamscandeveloptheirownobjectives.Canberisky?
PersonCulture.
Anorganisationwithapersoncultureisreallyjustacollectionofindividualswhohappento
beworkingforthesameorganisation.
Eachpersonfeelssuperiortotheorganisation.
Firmssuchasaccountantsandlawyers.Usuallyinabusinesswithindividualsthathave
similarbackgroundtraining.

RoleCulture
Organisationswitharoleculturearebasedonrules.Theyarehighlycontrolled,with
everyoneintheorganisationknowingwhattheirrolesandresponsibilitiesare
Roleculturesarebuiltondetailedorganisationalstructureswhicharetypicallytall(notflat)
withalongchainofcommand.
Slowcommunication?

Thecommonlinkbetweenthepowerorientedandtheroleorientedorganisational
culturesisthattheydependontheuseofexternalrewardsandpunishmentsto
motivateorganisationalmembers

STRONGANDWEAKCULTURES.
Strong=A strong culture is one which is deeply embedded
into the ways a business or organisation does things. A key benefit
of a strong culture is that there is less need for detailed policies and
procedures because the "way things are done around here" is well
understood and accepted.
Sometimes strong cultures do not work out. Eg. Having a well
understood company however having an unethical business. Or not
being able to adapt to the rapid change.

Weak=A weak culture can arise when the core values are not
clearly defined, communicated or widely accepted by those working
for the organisation
This can lead to inconsistent behaviour of people in the organisation
which in turn results in inconsistent customer experiences
A key consequence of weak culture is that there is greater need for
procedures, policies and bureaucracy in order to get things done in
the desired way, with in turn can add substantially to organisational
costs.

DEPENDS
Although organizations with strong cultures experience less
turnover, it doesn't mean that a strong culture is better than a weak
culture in every instance. A strong culture is difficult to change in an
organization and can stifle innovation, because members of the
organization are used to doing their jobs exactly the same way

Weak cultures can be advantageous for organizations that benefit

from independent thought and innovation by their members. In an
unstable environment, organizations with weak cultures often
function better than organizations with strong cultures, because
they are much more adaptable to change.
IT ALL DEPENDS ON THE ENVIRONMENT THE EMPLOYEES ARE IN.
LIMITATIONS
Youcancomparethebusinesstotheindustryaverage.
DIS
Doesnthavethereasoningfortheleaving.Itsjustnumerical
Historicaldatawhenplottingagraph,diferentsituation.