The 4 types of organizational culture popularized by Charles Handy are the following:
1. Culture of power
2. Culture of roles
3. Task culture
4. Supportive Person/Culture
power-culture
In case you envision a spider in the center of a web, which is a better way to see the way the lifestyle of power is transmitted in an organization with the most important spider sitting in the center, the key element of The entire organization rests at the center, around ever-widening circles of people and departments with varying degrees of influence. The closer you are to the spider, the more impact you will have. They tend to attract people who are energy oriented and politically minded, who take risks and don’t place a high value on security. Materials management will be the main power base in this particular lifestyle, with various individual energy components at the center.
Size is a concern for power cultures. They think it’s hard to link too many activities and also stay in control; they are inclined to succeed when they produce entirely new organizations with a lot of freedom, even though they usually maintain key economic control.
This particular type of culture is very much about people rather than committees. They could be abrasive and harsh, and their successes could be accompanied by high turnover and low morale as people fail and opt out of the competitive environment.
role culture
The role culture could be illustrated as a construction supported by beams and columns: each beam and column has a certain function to actively perform the maintenance of the construction; people are role occupants, though the work continues even when the person leaves.
The place will be the primary energy supply in the role culture. All are selected to perform the roles satisfactorily; private force is frowned upon and specialized power is accepted only in its proper place. Procedures and guidelines have become the main forms of influence. Alternatively, the role culture finds it difficult to adapt to change; he is usually slow to perceive the demand and also to react appropriately. Such an organization is located exactly where economies of scale are definitely more critical compared to freedom or perhaps just where specialized expertise and also level of specialization tend to be more important compared to product development or perhaps cost. of the system, for example, in most public service organizations. .
task culture
Task culture is a way of life or project-oriented, and the accompanying framework might be best represented as a network. Several of the hair strands in the net are stronger or thicker than others, and much of the energy and impact is found in the interstices of the net, at the knots. Task cultures are typically linked with organizations embracing matrix-based or perhaps project-based structural designs.
Management in these companies could be difficult. Control that is essential is retained by senior supervisors, who focus on the allocation of tasks, resources, and people, but exercise minimal day-to-day control over negotiation techniques, or perhaps methods, without violating lifestyle norms. This is effective in favorable situations, as well as when resources are available to people who could justify their use. However, when sources are not readily available, senior managers begin to desire to control strategies as well as results, and team executives may begin to compete for resources, using political influence. Morale in work teams is likely to drop and the task itself becomes less enjoyable, so workers begin to reveal their own goals. This requires the arrival of procedures and rules, the use of the place or the control of materials by supervisors to complete the work. Therefore, the work lifestyle tends to shift to a work or capability culture when resources are constrained and when the entire organization is unsuccessful.
individual culture
Support for the person/culture
The culture of the person is an unusual way of life. It is not present in several organizations, although many people defend several of its values. This particular type of culture is illustrated by a loose cluster or perhaps constellation of stars. In this particular culture, anyone can be the focal point; in case there is an organization or a structure, it exists and then it delivers and also helps the people within it, to further their personal passions without an overriding goal.
Obviously, not many organizations can be present in this type of culture and create it, because organizations usually have some kind of business objective beyond the private objectives of the people who understand them. In addition, control systems, as well as management hierarchies, are unlikely in these countries except by mutual consent. Although the organization rarely has the ability to evict a person, one person can do the organizing. Influence is discussed and also the power base, if necessary, is usually an expert; that is, people do what they are excellent at and are listened to for their experience.
Although it will be unusual to find an organization in which the culture of the person predominates, you will usually find people whose individual tastes are for this particular type of culture, but who find themselves working in even more orthodox companies. Organization specialists such as IT specialists in a business organization, consultants in a clinic, architects in local government, and college instructors benefit from the potential of their professions. people who are like this are not easy to handle. Being experts, alternative work is usually very easy to achieve, and they may not admit that everyone is in one place to develop greater expert power than their own. Position power that is not backed by resource power means absolutely nothing to people who are, and coercive power is often not accessible. They may no longer be affected by group norms or perhaps by interactions with co-workers, which can be anticipated to moderate their own personal preferences. This leaves only individual power, and people who are are generally not easily impressed by personality.