handys

• handy's culture

  identifies four different types of organisational culture

  
• power

  *centralised structure

  *decision making limited to small number of people - employees report to these people and seek guidance from them
• power features

  *may be difficult when business grows and cannot be run from centre

  *employees more resistant to change (unable to give own opinions)

  *quick decision making

  *difficult communication when business grows

  *creativity phase (greiner)
• power culture - where?

  small businesses where founder dominates
• role

  *hierarchial, formalised culture

  *bureaucratic

  *formalised roles, rules and procedures

  *authority defined by job title

  *decisions made by senior managers - employees don't have opportunity to get involved
• role features

  *poor communication between departments (slow response to change)

  *risk is often avoided due to fear of failure - change is rare

  *changes will be resisted

  *risk of 'silo' mentality - individuals and departments don't communicate/share info (cylindrical structure)

  *high UAI (hofstede)
• role culture - where?

  medium/large businesses in stable environment
• people

  *autonomy for workers

  *decisions made jointly

  *employees likely to be comfortable and accepting of any changes as they agree to them
• people features

  *objectives of business defined by personal ambitions of individuals involved (ensure individuals have common goals)

  *changes may be resisted by self-interest as they want what's best for themselves

  *outside of formal hierarchy

  *short termist plans
• people culture - where?

  organisations where individuals have high levels of specialist technical expertise - legal/medical practices, professional partnerships, accountants
• task

  *emphasis of getting specific tasks and projects done

  *small teams work on project, and then are disbanded
• task features

  *individuals bought in to work on tasks as and when they're required

  *staff used to change due to frequent change, so they're less resistant to change

  *cross-functional communication
• task culture - where?

  organisations such as design and advertising agencies