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Foundations Of Senior Management | | |
  Types
 Deal and Kennedy
Charles Handy
- Power culture
Small organisations. Control is
centralised. Little bureaucracy and
flexible.
- Role culture
Strong functional structure, classic
formal organisation, position is the
source of power, rules and procedures,
performs well in stable environment,
difficult to adapt to change, security to
employees.
- Task Culture
Job or project oriented, power is
executed at the intersections of the net,
matrix organisation , getting job done,
team work, flexible, highly competitive
markets
- Person culture
Focus on people, no formal structure,
architects, small consultancy firms,
influence is shared, loyalty to
profession not to organisation, people
difficult to manage.
Bate's Six dimensions of organisational culture
Aspects of cultures that have a strong
impact on problem-solving.
- Unemotionality
Avoid showing or sharing feelings or
emotions
- Depersonalisation of issues
Never point he finger at anyone in
particular
- Subordination
Never challenge anyone in authority and
always wait for them to take the initiative
in resolving your problems
- Conservatism
Better the devil you know
- Isolationism
Do your own thing and avoid treading on
other peoples toes
- Antipathy
On most things people will be opponents
rather than allies.
Please send your comments to webmaster@churcher.com. This document was updated 17/11/98. 
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