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• Beliefs and Values, which are often unquestioned, for ex, the
customer always prefers quality to cheaper price.
• Customs, which are acceptable ways of behaviour sometimes
enforced by rules, for ex, dress codes.
• Artefacts, that is, tools, buildings office, office layout, for ex,
offices which are opened.
• Rituals which are formal repeated behaviour, for ex, the case
of salesperson who knows they will get commission in case of
extra customers.
· Formality of dress
1
· Attitudes to teams
2
problems. It is reflected in project teams and task forces.
There is no dominant or clear leader. The principal concern in
a task culture is to get the job done, and so individuals who
are important are the experts with the ability to accomplish a
particular aspect of the task. Performance is judged by results.
Tasks cultures are expensive, as experts demand a market
price. Tasks cultures also depend on variety and to tap on
creativity requires a tolerance of perhaps costly mistakes.
• Dionysus is the god of existential or person culture. In the
other cultures the individual is subordinate to the organization
or task. An existential culture is found in an organization
whose purpose is to serve the interests of the individuals
within it. These organizations are rare, although an example
might be the partnership of a few individuals who do all the
work of the organization themselves, with little secretarial or
clerical assistance. Barristers work through chambers, the
clerk coordinates their work and hand out briefs but does not
control them. Management in these organizations is often
lower in status than the professional and is labeled
secretaries, administrators, bursars, registrars and chief clerk.
The organization depends on the talent of the individuals,
management is derived from the consent of the managed,
rather than the delegated authority of the owners.
1. Origins
2. Size
3
3. Technology
Obviously, if goals and objectives are laid down by one or just a few
very powerful individuals, the power culture is likely to apply.
5. External environment
· Political
· Economic
· Social
· Technological
· Competitive
· Demographic
4
The power culture is best equipped to cope with external threats in
the environment, provided the select group of decision-takers can
complement their power with effective decisions.
6. Human resources
People are the most diverse resource of all to the organization and
so the culture which suits best will depend on personal values,
attitudes and beliefs.
The individual who prefers the job tightly defined and prescriptive
will almost certainly prefer the role culture, or in some cases the
task culture. So, too, will the person who wants an undemanding
and repetitive job.
Excellence theorists put forward their ideas of what forms the basis
of an excellent organizational culture that should inform modern
culture management. Heckman and Silva follow Schien in stressing
the crucial role of leadership, i.e. good leadership and clear vision
should be customer oriented, stressing quality and meeting market
requirements.
5
The structure of an organization should be simple and flat. Culture
can be changed for the better by re-engineering, usually delayering
(stripping out layers of management) and empowering teams with
decision making authority in their work situations; but core values
like quality and customer care should be universal.
Magen Maunikum
May 5, 2011