According to Charles Handy, as there are multiple departments within an organisation each doing their own thing, then they must have t

heir own sub cultures, which will be catered for their particular needs. He states that there are four types of culture; power culture, role culture, task culture and person culture. Power cultures are usually taken upon by small businesses with a strong central power point.

Workers of the organisation can be left to use their own initiative, if they are the right kind of worker for that particular organisation. Power cultures have the resources to adapt well and quickly to change, as well as any threats or disruptions. Organisations usually begin using this type of culture, but time and success can lead to expansion and specialisation of activities, therefore the organisation will gradually change their principal culture. This culture puts lots of assurance into the individual members, which is the opposite of the role culture. In role cultures, the individual is not as important as the actual role or job itself. Efficiency in the organisation relies on, instead of individuals, the responsibility and share of the work. This style of culture would suit an individual that requires security and inevitability in the workplace, however, this is a culture that reacts slowly to change. Task cultures are similar to role cultures, in that they are job orientated. On the other hand, task cultures work best where speed, sensitivity and inventiveness are most important. This culture is one that is preferred by the majority of managers because it “brings together the appropriate resources, the right people at the right level of the organisation and lets them get on with it.” While the culture preferred by the majority of individuals is the person culture, because the centre point of the organisation is that of the individual. But this theory does not agree with the majority, because it is not possible for the workers to share a common culture if their departments are broken down into separate cultures.

Members have become so set in their way of carrying out procedures in the organisation that they f

Some topics in this essay:
Charles Handy, Moss Kanter, Edgar ScheinHe, , Edgar Scheins, strong culture, organisational cultures, role culture, culture organisation, types culture, values beliefs, people influence culture, task cultures, professional talent, role cultures, culture role, culture preferred majority,