Name Institution Course Instructor Date Bottling it Through Not 'Bottling it' Organizational culture is a critical aspect in any company in either the public or private sector. The type of culture that thrives in an organization determines its performance…
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Through the analysis of the case study of Ecobot, this paper will highlight how a negative culture can affect an organization adversely. Moreover, it will analyze the steps that an organization can adopt in changing culture, and enumerate the effects of adopting a positive culture. Four Main Types of Culture Charles Handy described four types of culture that are common in many organizations. A culture is an important aspect in determining the efficiency of an organization. Culture denotes all the norms, beliefs, practices, rules, values and ideals that an organization esteems and holds. A culture helps an organization get its activities going. Each organization has a unique culture that works best for it. Some organizations may have multiple sets of cultures evident in their behavior. Cultures may exert positive or negative effects on an organization depending on the practices, belief systems, and behavioral patterns of the culture. One of the main types that Handy described is the role culture (Bhattacharyya, 2010:58). In this culture, each employee in an organization has a title that describes his or her job. The basis of this culture is the fact that an organization comprises a set of various roles that must exhibit logic and ascertain that the activities of the organization run efficiently. Each individual in the organization has a set of job responsibilities and requirements that define the company’s expectations from the individual. It is worth noting that these responsibilities match the field of expertise of the individual. Within the role culture, communication occurs via memoranda that address each of the job titles. Role cultures require effective management and clear-cut definitions of what the organization expects from a job title and job evaluation. Moreover, this culture presents a situation whereby the level of authority depends on the current job titles. The second type of culture is the task culture. This involves the formation of focus groups that comprises members with certain talents and resources. The organization assigns a task or project to each of the focus groups. This type of culture requires that the team function closely, handling the problems in their project and easing the difficulties that are beyond individual scope (Bhattacharyya, 2010:58). The focus groups often have team leaders rather than managers. Although it proves quite expensive, it can produce remarkable results if there is cooperation in each team. In this culture, the organization pays a high level of attention to its tasks. The third main culture that Handy described is the person culture. In this culture, organizational terms may not come into use. On the contrary, this culture comprises professionals working as individuals. These individuals have a lot of experience and expertise and the organization addresses them in accordance with the level of expertise. An administration team serves the professionals making their work easier. For these professionals to take up a certain task, persuasion, bargaining and influencing are the key approaches used as opposed to management in other cultures. The fourth type of the culture described by Handy is the power culture that operates in a centralized mechanism. Its metaphorical representation is in the form of a spider’s web. This translates to the fact that those closest to the core of the culture have a higher level of influence. Moreover, the boss of the organization finds a way of influencing the views of the workers
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