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Organizational culture - Research Paper Example

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To form an organization, the employees have to work essentially close in coordination and perform their best to achieve the goals within the time frame given to them in order to…
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Organizational culture
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Download file to see previous pages Generally, it is unlikely for two organizations to have the same culture as it depends on the management, the environment, type of work and other factors which vary from organization to organization. It is important for the employees to adjust in the organizational culture in order to enjoy their work and stay formed with each other (Schabracq, 2009).
There are several theories and to represent them, several models have been proposed to explain the organization culture. One of the models was presented by Charles Handy and was called the Charles Handy model. Charles Handy was an Irish who was born in 1932. He was a philosopher and had specialized in organizational behavior and management. He has been known as one of the most influential management thinkers living because of his contribution towards his professional grounds. He has also written many articles specialized in his field for many universities including Harvard. He presented his model in which he emphasized on four types of organizational cultures (Armstrong, Stephens, 2005).
“Power Culture” explains that in some organizations the power is given in the hands of few people only who are authorized to take the decisions. This power is concentrated to small groups of people or the centralized figure which controls from the center like a web. These groups of people enjoy special benefits at the workplace and they are the most important people as they are the decision makers. Their role is to then delegate the responsibilities to the employees junior to them. In this type of culture, the junior employees are meant to follow the instructions strictly and they do not even have the freedom to express their ideas and views. The most likely reason for unrest in this type of culture is managers becoming partial to one employee or the other (Handy, 2007).
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