The is typical of bureaucracies. An organization is
The culture of an organisation is the collective total of believes shared by employees in the business. It refers to a way of conducting work within the organisation, and is based on traditions, past history, communication network, employee behaviour, the environment of the organization and the status symbols that it uses. The individual employer is able to influence the culture by adhering or not to company rules, as well as adding their own individuality to the culture.
All organizations have a culture and part of the manager’s role is to look after that culture, nurturing and encouraging alteration to it when necessary, if this role is not carried out, damage to the organization may occur. The result could be deterioration in the company’s reputation. The maintenance of an acceptable organizational culture is therefore an important managerial concern.
The leader holds power within the organization. It is the leader who controls; who gets what information within the company, the manager employer decides what happens to the company. The manager has totally knowledge of everything that is happening in the organization. It is usually found in small entrepreneurial organizations where control rests with a single individual or small group of individuals. The culture is often characterized by internal power struggles where individuals try to improve their own position by conflicting with others.
In this type of organization the emphasis is on individuals rather than group decision-making, however decisions can therefore be maid quickly. There is a weakness, however, in that, because the organization is autocratic, individuals may feel suppressed and de-motivated by the lack of challenge on the company.Role culture A role culture is typical of bureaucracies. An organization is arranged according to a set of functions that are determined by rules and procedures governing the way work should be carried out. The culture is based on procedures and roles. All parts of the business operate according to the overall corporate plan.
In a role culture, power is hierarchical and is determined by the employee’s position in the organization. Its strength lies in its ‘pillars’ or functions, for example the marketing department or the finance department. In this type of organization the job description is more important than the person who fills it, and performance over and above the role is not required. Position is the main source of power, and rules and procedures are the main source of influence.
A task culture is job or project oriented and places emphasis on completing a specific task. It is a team culture. It is the task that determines the way in wish the work is organized, rather than individuals or the rules of the organization. Is usually characterised by people in teams, each with their own are of expertise, making problem solving easier Task culture brings together people and resources and is based on expertise rather than on position or personal power. Teams are formed for specific purposes and are afterwards dispersed allowing the system to be flexible to short-term needs.
In a task culture employees have considerable freedom, and this flexibility makes them rewarding environments to work in. However, lack of formal authority and the considerable number of strands can make management and control of the task culture difficult. The control of project team work by team leaders means that management control of employees is more difficult. This type of culture is often used by organizations in constant change. It is not appropriate in organizations where the work is basically routine.
Person Culture This culture type aims to cater for the needs of individuals. Person cultures are more likely to be found in communities such as small businesses like solicitor or accountants companies. Basically this culture only exists to serve the interests of those within that business. In person culture hierarchies are impossible except by mutual consent. Person culture is an uncommon cultural type.
Most organisations start with power cultures. Then, as they mature and became less dependent upon the founder, they tend to become role cultures. When the role culture needs greater flexibility, there might be a further change towards a task culture to fit the requirements and needs of each part of the organization. Caspian’s Culture In my point of view my assumption is that Caspian has two types of cultures. Firstly is power culture, however not in all aspects. The pleasant role about power culture is that managers holds the power within the organization, is focused on power, the company chooses who ever they want to employ on the business.
Therefore they choose people with knowledge, skills and with good qualifications. Basically they opt for the person that they personally want, an individual that the shareholders would prefer, they focused on personality and elect a good, skilled employee. The shareholders would have knowledge of everything that is happening in the organization. However power culture has it’s down’s, it wouldn’t be pleasant for employees because they are not allowed to share they’re point of view, can’t make decision making ion the company, wish causes employees to be de-motivated and eventually productivity, obviously be low. On the other hand Caspian needs to have more flexibility; however they want to be more flexible, because by being flexible employees would develop more skill at work.
Therefore there is task culture; wish is usually characterized by people in teams, each with their own are of expertise, making problem solving easier. However is more relevant to Caspian because of the way task culture operates as a group and employees have considerable freedom, and this flexibility makes them to use their knowledge and skills on the organisation. The flexibility makes them rewarding environment to work. However it places emphasis on completing a specific task, wish is the task that determines the way in wish the work is organised.
Like Caspian, teams are formed for specific purposes and are afterwards dispersed allowing the system to be flexible to shot- term needs, for example if an director would ask a secretary from an other department to write a letter, therefore it would be donned straight away without no complaints of the secretary. Unfortunately, there are some constraints on task culture. In task culture there is lack of formal authority and the considerable number of strands can make management and control of the business difficult, meaning that is difficult to control employees, is more difficult to now what employees are doing, if they are working efficiently and producing a pleasant calibre on the organisation