![]() In these organisations, there are few rules and procedures. In a person culture, the individual is central. The number of employees in a person culture is generally small. It is all about the knowledge and expertise of the employees, who are preferably referred to as ‘members of the organisation’ instead. The organisation is entirely in service of the people who work there. A person culture is people-oriented and is also referred to as a Dionysus culture, after the Greek god of dance, pleasure, wine and immortality. Think of law firms, health companies or academic research teams. Person culture – Low cooperation level / High power distributionĪ person culture can often be found in professional organisations where employees have complete independence, are highly educated and can work with their own expertise. Individual performance and mutual collaboration are highly important. He or she controls the organisation centrally, after which he determines who gets more power or to whom he delegates certain tasks. He or she is a strong leader who controls the entire organisation. The founder attaches great importance to his power. The relationship between employees is determined by the leader, but also by the means available to them (scarce goods). Due to the flat structure and start-up nature of the organisation, there are (still) few regulations and procedures.Īs a result, the organisation is highly flexible. Employees are loyal to the leader of the company. In a power culture, the highest power also lies with a top figure. Power culture is also referred to as Zeus culture, after the supreme god of ancient Greek. ![]() His employees have helped build the company and are very loyal to the organisation and each other.Ĭooperation is extremely important in organisations with a power culture. The entrepreneur has founded his company with much love and therefore finds it difficult to delegate decision-making. Such organisations have a very flat structure and are led by a charismatic leader. This type of culture is characteristic of an entrepreneurial organisation for example, small start-ups where the power lies with the founder and/or highest boss. Power culture – High cooperation levels / Low power distribution Key words within a role culture are safety, stability, conservatism and predictability. This applies to both individual jobs as well as communication between departments. Management of tasks takes place by means of procedures and clear job descriptions. Due to this fact, a role culture is not always flexible. There is a clear hierarchy and status is more important than performance. The culture is known for its (strict) rules, obligations, agreements and procedures. In a role culture, employees want as much security and stability as possible. It is also referred to as an Apollo culture, after the name of the Greek god of art and wisdom. This type of culture is highly job-oriented and can often be found in bureaucratic organisations. Ultimately, the combination of the two dimensions results in four organisational cultures: Role culture, Power Culture, Person Culture and Task Culture: Role culture – Low degree of cooperation / Low power distribution A lower cooperation level means everyone works for themselves and hardly requires the help of colleagues.Ī high cooperation level, on the other hand, involves close, indispensable cooperation between colleagues. The cooperation level, as the name suggests, is about the degree of cooperation between the various departments and employees. In case of a complete top-down approach, there is hardly any power distribution management or the owner is completely in control and is the only person making decisions. ![]() In case of a bottom-up approach, the power distribution is very high employees are expected to take their own responsibility, determine their tasks and make independent decisions. Power distribution is all about the extent to which the top of an organisation (management or owner) is open to working with either a bottom-up or top-down approach. The various combinations then result in four different organisational cultures. In a grid view, the power distribution from low to high is placed on the y-axis, and the level of cooperation from low to high is placed on the x-axis. Do you want unlimited and ad-free access? Find out more Handy Model of Organisational Culture: two dimensionsīased on two dimensions, Charles Handy and Roger Harrison followed various organisations and examined how power was distributed and the specific levels of cooperation. ![]()
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