CLASSIFYING ORGANIZATIONAL CULTURE

         

There have been many attempts to classify or categorize organizational culture as a basis for the analysis of cultures in organizations and for taking action to support or change them. Most of these classifications are expressed in four dimensions and some of the best-known ones are summarized below.


Harrison


Harrison (1972) categorized what he called ‘organization ideologies’. These are:


● power-orientated – competitive, responsive to personality rather than expertise;

● people-orientated – consensual, management control rejected;

● task-orientated – focus on competency, dynamic;

● role-orientated – focus on legality, legitimacy and bureaucracy.


Handy


Handy (1981) based his typology on Harrison’s classification, although Handy preferred the word ‘culture’ to ‘ideology’ as culture conveyed more of the feeling of a pervasive way of life or set of norms. His four types of culture are:


● The power culture is one with a central power source that exercises control. There are few rules or procedures and the atmosphere is competitive, power-orientated and political.


● The role culture is one in which work is controlled by procedures and rules and the role, or job description, is more important than the person who fills it. Power is associated with positions, not people.


● The task culture is one in which the aim is to bring together the right people and let them get on with it. Influence is based more on expert power than on position or personal power. The culture is adaptable and teamwork is important.


● The person culture is one in which the individual is the central point. The organization exists only to serve and assist the individuals in it.


Schein


Schein (1985) identified the following four cultures:


● The power culture is one in which leadership resides in a few and rests on their ability and which tends to be entrepreneurial.


● The role culture is one in which power is balanced between the leader and the bureaucratic structure. The environment is likely to be stable and roles and rules are clearly defined.


● The achievement culture is one in which personal motivation and commitment are stressed and action, excitement and impact are valued.


 ● The support culture is one in which people contribute out of a sense of commitment and solidarity. Relationships are characterized by mutuality and trust.