In the previous blog, we investigated some of the external and internal challenges that can trigger a need to constantly realign the organisational culture. This week we will commence our exploration of specific models of organisational culture with an introduction to the ground-breaking perceptions of Charles Handy. Born in Ireland, he is a well-known philosopher who has specialised in organisational research.
Overview of the Handy model
This model explores the unique characteristics and governance styles of four organisational cultures that he defines in terms of Power, Role, Task, and People orientation. Drawing on a philosophical background, he also argues that the characteristics of these four cultures reflect the personality of Greek gods in the order of Zeus, Apollo, Athena, and Dionysus. I shall explain this further as we investigate each of the four cultures over the next few weeks.
Then his model also focuses on the intrinsic values that guide organisational behaviour and strategies that determine operational dynamics.
Finally, he also argues that culture largely shapes leadership style preference and the types of control systems that maintain the day-to-day functioning of the organisation.
However, while we can often clearly classify organisations into one of the four distinct styles, it is important to note that large scale operations might include examples of all four cultures in different departments dependent on their function.
So, over the next 4 weeks we will explore each of these cultures in some detail starting with the Power culture that Handy describes as reflecting the characteristics of the Greek god Zeus. The blog will define the primary characteristics of the culture together with the key strengths and weaknesses.
Reference
Handy, C. (1993). Understanding organisations. Penguin.
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