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Running head: MODELS OF ORGANIZATIONAL CULTURE 1

MODELS OF ORGANIZATIONAL CULTURE 6

Models of Organizational Culture

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Models of Organizational Culture

Organizational culture gets defined as a system of values, assumptions, and beliefs that govern the behavior of the members of an organization (Schein, 2010). Culture is what breeds the climate of an organization, which entails the experiences that members of the organization have of the culture of the organization. Organizational culture has several models that get described in different philosophies. The type of culture of an organization has a significant impact on the effectiveness of the employees in carrying out their duties. This paper presents a description of three organizational models, identifies the organization that I resonate with the most, and provides an analysis of the varieties of organizational climates.

Organizational models

Edgar Schein’s Model of Organizational Culture

The model of organizational culture by Edgar Schein is where the assumptions that are basic are what shapes the values of the organization, and the values shape the behavior and practices of the organization, which is the part of the culture that is visible (Schein, 2010). The culture gets formed on the basis of how long the members of the organization have existed as a group (Milhauser, 2014). The culture of an organization gets formed from learning from experiences of the past, adopting a culture, practicing it every day, and thus forming the organization's culture. This model contains three levels, including artifacts, which are visible aspects and make the surface of every organization's culture, including technology, physical artifacts, stories and myths, and language (Milhauser, 2014). Another level is the values, which are a higher consciousness level and basic assumptions, which are beliefs that get taken for granted and never get challenged.

Handy’s model of organizational culture

This model by Charles Handy classifies the cultures of organizations into four types, including role culture, person or support culture, power culture, and task culture (Riley, 2018). This model helps one understand why they have been more comfortable working in some organizations and uncomfortable in others. Handy talks about culture as well as how the structure of an organization relates to the different types of cultures, emphasizing the fact that culture and structure are interrelated.

Denison Model of Organizational Culture

This model has two features that make it stand out from the other models of cultures of organizations. The two features include a room that is proven to the performance of an organization and its research. This model provides an organization with an approach to improving performance that is business-friendly and easy to interpret by the organization, on the basis of principles of research that are sound, from acquisitions and mergers to alignment that is strategic to turnaround and transformation to leader transitions that are new. This model of culture links the culture of an organization to the performance metrics of an organization like the

Growth in sales, investment returns, the satisfaction of customers, equity returns, quality, innovation, and satisfaction of employees.

The culture that resonates most with me

Charles Handy’s model of organizational culture presents several classes of culture which get used in the management of organizations. This model resonates with me in that of the four classes that Handy Presents, the one that gets used in my organization is the power culture. The organization exercises a power culture in which the people that hold power in the organization, and whose influence flows through the organization is held by just a few people (Riley, 2018). This affects the processes of making decisions in that it does not matter what the other employees think as the decision that gets made by the power holders of the organization is what gets followed by everyone regardless of whether they agree or disagree with it. For instance, the partners holding the highest number of shares in the organization end up being the sole decision-makers.

In this culture, the few members dominate the organization, and it doesn't matter if each department has its own leader, if they do not hold a significant level of power in the organization, their decisions will be based on what those in power choose to happen. Power gets concentrated among a few people, and there are few rules. Those that hold power make decisions quickly and at any time as they do not need the employees to agree to their decisions as they do not exercise bureaucracy. The manner in which decisions get made appears to be dictatorial in an organization in that the opinions of the employees do not have much of an influence on the processes of making decisions. The culture is all about following the decisions made by those in power without questioning them even when one disagrees.

Organizational climates

The organizational climate gets narrowly defined in terms of the perceptions that the employees share of the procedures, policies, practices, and systems of reward that the organization has. It entails the behavioral patterns that recur, the feelings, and patterns that make up the life in the organization (Lanzer, 2013). Climates of an organization are usually easy to assess and make changes to. The climate of an organization significantly influence the employees’ performance because of the impact it has on job satisfaction and motivation. The varieties of climates of organizations include rule-oriented, goal-oriented, people-oriented, and innovation-oriented.

People-oriented climate

An organizational climate that is people-oriented is one in which the welfare of the employees is taken care of, and they are made to have a sense of being a part of the organization like they belong (Lanzer, 2013). The organization focuses on ensuring that its employees are okay with regard to all aspects in that the needs of the employees, including those that are personal, are attended to ensure effectiveness in their performance. The organization also focuses on career growth in which it exercises training of the employees to enhance their skill set, which also enhances the performance of the organization.

Rule-oriented climate

An organization climate that is rule-oriented is one in which the organization expects employees to pay attention to the specific details that have been provided in carrying out specific tasks (Lanzer, 2013). In this case, the organization often establishes a set of rules that will govern the activities that the members of the organization engage in. This climate is based on traditions that have been established and followed for a long time and do not get to be changed. For example, if an organization follows a particular procedure in creating their products, they expect the employees to follow the procedure to the latter to reach the standards of their products.

Goal-oriented climate

This is a climate that sets out the atmosphere that is expected of the employees in working towards reaching the goals that have been set by the organization (Lanzer, 2013). The goals that get set can be on a daily, monthly, weekly, or even yearly basis depending on whether they are long term or short term and the urgency at which they are expected to get met. For the rules and standards of the organization to get satisfied, one is required to be able to reach the goals that have been set within the period of time that has been specified by the organization.

Innovation-oriented climate

This climate entails an atmosphere that propagates and fosters mechanisms that are creative for the organization to be able to achieve outcomes that are positive. It creates an environment that is conducive for the employees to be creative as it encourages innovation. The new ideas that get presented by the employees get assessed and implemented for the improvement of the organization's outcomes. Collaboration is working on ideas that are encouraged among teams in an organization to be able to come up with innovative ideas that are more effective. This is to say that organizations that have a climate that is innovative often achieve high profitability as the creativity of the employees gets employed, with the new ideas giving it a competitive advantage over their rivals in the market.

Conclusion

The type of culture and climate that an organization adopts is essential in determining the outcomes, which can either be positive or negative. Organizations should adopt a culture that ensures that the rules get followed but also allows the input of the employees in the processes of making decisions. Creating a balance in power and having a collaborative culture can help an organization in meeting the needs of the employees while successfully meeting its goals. The climate of an organization should be one that has some aspects of people, rule, innovation, and goal-oriented climate to be able to create a balance and achieve optimal outcomes.

References

Lanzer, F. (2013). Organizational Culture and Climate: Understanding, Maintaining, and Changing.

Milhauser, K. (2014). Organizational Culture. Retrieved from https://www.youtube.com/watch?v=kRIc0W48qYY&feature=youtu.be

Riley, J. (2018). Charles Handy's Model of Organizational Culture. Retrieved from https://youtu.be/kRIc0W48qYY?t=62

Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.