Organisation Culture

‘Visible’ Aspects of Culture

When working for a business called The Place, there were a variety of different ‘visible’ aspects of culture within the organisation. Some of these included:
• The Way People Dress – Each employee would be given a clean company T-shirt to wear each shift, and a hat for hygiene purposes. This made each employee look and feel more like a part of the organisation.
• General Pace of Work – Everyone had to give a fast systematic service, especially when busy. Everyone’s routines where the same, so that no one could disrupt or confuse other peoples orders. Therefore, each employee would feel safe from mistakes.
• Role Models – It was important to always have an experienced employee working when an inexperienced employee was working. This meant the newest employee’s had someone to observe and ask questions to, advancing their learning and confidence.

Power Culture

A power culture is when all the organisations decisions come from a central source of people, so there is little bureaucracy. This means culture will be strong, as likeminded people will stay with the organisation, while those with opposing views will leave. Companies can respond quickly to any opportunities or threats. Power culture is a limiting factor in smaller companies, as changes in management are not easy (Egan, 1995).

Government agencies such as HM Revenue and Customs are likely to be run as a power culture.

Role Culture

First decision making takes place at the top of an organisation, and then those decisions are sent to each of the functional units of the organisation. This cultures strength lies in the specialisms of each unit. All employees will have a job description, their assigned procedures, rules and systems. So the individuals in this organisation are controlled by a paper system. There is little or no initiative involved, as the work is dictated by the job descriptions.
Decisions are co-ordinated by senior staff, as this system of communication can provide the necessary integration.
Handy explains that a person’s job description is more important than the abilities of the people in the culture. Performing further than your role is not an expectation of the company.
Handy suggests that a role culture works best within organisations that are not affected by constant changes, as it finds it hard to change routines quickly (Sherwin, 2009).
Role culture exists mainly within large factories and manufacturers.

Task Culture

A task culture is often found within organisations where management is concerned with problem solving. Resources get taken from each part of the organisation to solve the current problems. Groups such as working parties and sub-committees are usually formed to deal with these problems. This culture is advantageous when an organisation needs a certain level of flexibility (C.M.I, 2003.

Web-design companies usually exist as task cultures, because each aspect of designing a website is divided amongst the employees. Therefore, any issues within a design can be located easily, as everyone is involved.

Person Culture

A person culture means the organisation believes an individual’s talent is the important factor. However, there is still a need for a little organised structure to keep the organisation productive.
A professional with special talents will have a form of high status.
The staff who serve the professionals, will have a lower status and little control over them, as professionals must create their own boundaries to work efficiently.
Professionals in person cultures may be persuaded, sometimes influenced or bargained with, but never managed.

People in trades, such as plumber’s and electricians, are likely to exist in person cultures.


The problem with trying to classify culture…

Often an organisational culture will fall into more than one category. Usually because the organisation may be broken up into sub cultures. So each sub culture may have an organisational culture which works best for them.

Tesco

http://www.tesco.com
Senior managers believe in a culture that supports the brand. They have an internal brand promise of 'treat each other the way you like to be treated.' Practices like answering a customer product query by taking them to the product instead of pointing them in its direction are encouraged. Also, company schemes such as Save as You Earn give employees an internal meaning to the saying 'Every little helps.' (All About Branding, 2007).

Tesco show that the have a strong power culture, as each store must provide the same quality of service. This is a demand which must come from the centre of the organisation. By offering motivational schemes to employees, they can encourage a unified belief in the organisation.

Conclusion…

Not every organisation is pinned down by one type of culture. Each organisation may find they have to create a balanced mixture of multiple cultures, in order to find one which suits the company. It is vital that organisations find the right balance, so that they have a culture which creates maximum efficiency and output.


Reference:

All About Branding (2007) Brand leadership [online]. Available from: http://www.allaboutbranding.com/index.lasso?article=367 [Accessed 14 February 2010].


Chartered Management Institute (2003) Organisation structure [online]. Available from: http://www.managers.org.uk/client_files/user_files/MIC/Checklists/THK-010.pdf [Accessed 14 February 2010].


Egan, C. (1995) Creating organizational advantage. 5th ed. Oxford: Butterworth-Heinemann


Sherwin, L. (2009) Culture [online]. Available from: http://www.lindsay-sherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm [Accessed 14 February 2010].