It would be beneficial for people who are responsible for the strategic development, productivity and learning of an organisation, to understand the organisational or corporate culture they work in, to be successful in the business (Deal & Kennedy 1984:18, HampdenTurner 1990:1). Corporate Cultures: The Rites and Rituals of Corporate Life [Terry Deal, Allan Kennedy, Allan A. Kennedy, Terrence E. Deal] on Amazon.com. *FREE* shipping on qualifying offers. Business experts everywhere have been finding that corporations run not only on numbers, but on culture.

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UNDERSTANDING ORGANISATIONAL CULTURES

Deal And Kennedy's Culture Types

European Scientific Journal November 2014 /SPECIAL/ edition vol.2 ISSN: 1857 - 7881 (Print) eUNDERSTANDING ORGANISATIONAL CULTURESKaren Cacciattolo D.Soc.Sci. (Leic.) 0M.Sc. (Trng 0HRM) (Leic.) 00 University of Malta , MaltaThe paper aims to offer a better understanding of the various types of organisational culture. A brief introduction discusses the two main approaches for analyzing the culture of an organisation and includes the web model of Johnson & Scholes and the definitions of Charles Handy. The paper also presents the various classifications, levels and structures of organisational culture, namely those of Hofstede, Schein, Trompenaars, and Deal & Kennedy. All of these classifications, levels and structures offer an explanation of how an organisational culture works and the various definitions are included to enhance the meaning and how cultures work.Organisational Culture; Power in Organisations; Cultural Dimensions-IntroductionThe interpretive view and the structural view are two main approaches for analysing theculture of an organisation. The interpretive view, which follows the work of Goffman inTrevi-O (2003), implies that culture is shaped and continued through the organisationalenvironment. An example of the interpretive perspective is the work of Johnson and Scholes(1993).On the other hand, the structural view, which follows the work of Weber and Marx inLevine (2006), focuses more on how positions are structured within organisations. Thefocus, which comes from a functionalist/materialist school of thought, in this case is on howrelationships are structured rather than how they are perceived. An example of the structuralperspective is the work of Charles Handy (1993).The work of Peters and Waterman (1982) also falls within the structural school ofthought, and they argue that there is an informal link between culture and performance.Peters and Waterman suggest that decentralised organisations which place individuals at thecentre of attention, and thus training and developing appropriately their employees, are themost successful.The Paradigm represents the purpose of the organisational business, its mission andits values and the Control Systems are the procedures set to control what happens in theorganisation (Johnson 2000:405). Undoubtedly, organisations with a role culture wouldhave a large amount of regulations and there would be more dependence on individualism inorganisations with a power culture.Organisational Structures deal with hierarchies and the way work flows through theorganisation and they are likely to reflect power structures (Johnson 2000:406). PowerStructures deal with the kind of power adopted in an organisation, the persons in charge ofdecision-making and how broadly power is spread in the organisation (Johnson 2000:406).Symbols relate to logos and designs used in an organisation. However, these mayextend to status symbols such as signposting-reserved parking spaces for top executives.Moreover, Gagliardi (1992), as cited in Johnsons (2000) article, argues that these visibleelements influence the way in which employees make sense of events (2000:406).Rituals and Routines refer to automatic repetitive routines such as managementmeetings and board of directors reports (often these may become just a matter of routineonly), and next come the simple decision rules which might be employed consciously(Johnson 2000:416).Finally, Stories are anecdotes made up about employees and actions. These mayreveal what is appreciated in an organisation. Moreover, people in an organisation mayperceive charismatic leaders of the past and individualists as the standard model of behaviour(Johnson 2000:406).All the above culture basics may overlie and power structures may depend on controlmethods, which may take advantage of the habits that create an account. Johnson (2000)postulates that as a model, the cultural web has been widely used for research as an analyticalframework, since it includes practical elements (2000:406).The Structural Approach to CultureCharles Handy and the Four Power StructuresCharles Handys method of looking at culture prompted researchers to use it to linkorganisational structure to culture. Handy identified four types of cultures, namely PowerCulture, Role Culture, Task Culture and Person Culture.According to Handy, Power Culture can be symbolised as a web and it refers tocontrol that is spread out like a network from the centre to the rest of the organisation (Handy1993:184). Power cultures are often found in small entrepreneurial organisations such asproperty, trading and finance companies. When organisations adopt a power culture, rulesand bureaucracies are kept to the minimum. These types of organisations are also political,where decisions are taken mainly upon persuasion rather than on bureaucratic or rationalbasis (Handy 1993:184).Role Culture refers to a highly defined structured organisation in which employeeshave specified delegated authorities and which are offered security and predictability (Handy1993:185). Handy (1993) describes the structure of this type of organisation as a Greektemple since this culture works by logic and rationality (1993:185). Organisations with arole culture put their strengths in their pillars, their roles and areas of expertise. The pillarsoften include the finance department and the purchasing department, and the interactionbetween them is regularly controlled by rules and procedures, which are the major methodsof influence (Handy 1993:185).According to Handy (1993), these type of organisations form hierarchicalbureaucracies, and power is derived from an individuals position and not according to onesexpertise and professionalism. Furthermore, organisations with role cultures are slow inrecognising the need for change, and if the need is recognised, it takes a long time for changeto be implemented (Handy 1993:186).Task Culture, on the other hand, is job oriented and it is present in organisationswhere individuals work as a team and power is derived only from expertise and only whenrequired (Handy 1993:188). Handy (1993) represents this type of organisation as a net inwhich much of the power and influence lies at the interstices of the net (1993:188). Thetask culture puts complete emphasis on getting the job done and hence, this type of culturetries to assemble the suitable resources, the right employees at a suitable rank in theorganisation, and to let them knuckle down (Handy 1993:188). This type of culture is verycompliant, it is the most type in which managers in middle, and first levels like to work.A Person Culture is quite unusual and it reflects organisations in which individualsbelieve to be superior to the organisation they are employed in (Handy 1993:190). A groupof employees who are in accord often follows goals and objectives. Control systems andmanagement hierarchies are not viable in these cultures except by mutual approval. Influenceis mutual and the power-base is usually expert, meaning that individuals do what they aregood at and are paid attention to on apposite matters (Handy 1993:190). Handy (1993)postulates that individuals within this type of culture are difficult to manage, and there is littleinfluence that can be conveyed to tolerate on them (1993:191). This is because alternativeemployment is often easy for them to find due to their specialisations.Handy (1993) argues that each of the above types of cultures may be fine, butsometimes, employees are often inflexible with regards to culture, meaning th

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