There are many Employers, which does not know which culture they have in their organisation.
There are 4 basic models of Corporate culture.
The culture of an organisation significantly impacts its growth. Therefore, HR professionals should review and evolve appropriate models that fit their organisational goals.
Christine Leatz and Mark Stolar delineate 4 models of corporate culture .
--> Aggressive culture
Companies that are into cosmetics, management consulting, venture capital, advertising and advertisement industry typify this culture. High risks, quick decisions and early feedback are some of the characteristic features of this culture. Employees should be ready to take quick decisions, handle high pressure and accept responsibility of the decisions.
--> Congenial culture
A social approach is what a congenial work culture offers to organisations. Organisations involved in consumer products, retail outlets, real estate agencies etc adopt this kind of culture. Employees should value their customers since they are important for the business. Employees in such a culture should be friendly, responsive, work in teams and satisfy customers.
--> Risk aggressive culture
Similar to aggressive culture, risk aggressive culture also involves many risks. Employees’ decisions are often scrutinised by their superiors because of the potential risks involved. Organisations dealing in large capital goods, investment banks, aerospace industry etc embrace such a culture. These cultures involve high risks, slow feedbacks, slow decisions and no job security.
--> Systematic culture
Government agencies are a classic example of the bureaucratic culture. They are rigid and resistant to change. Traditional banks and insurance companies follow suit. Absence of risk taking, rigid rules and critical feedbacks are some of the features of such cultures.
Knowledge of the various kinds of cultures helps both the organisation and the individual. With this knowledge organisations can look forward to recruit talent that best fits their cultures. They can also initiate a work culture that fits their core values and employee behavioural patterns.
Hope it might help you.
CHeers
Archna
From India, Delhi
113There are 4 basic models of Corporate culture.
The culture of an organisation significantly impacts its growth. Therefore, HR professionals should review and evolve appropriate models that fit their organisational goals.
Christine Leatz and Mark Stolar delineate 4 models of corporate culture .
--> Aggressive culture
Companies that are into cosmetics, management consulting, venture capital, advertising and advertisement industry typify this culture. High risks, quick decisions and early feedback are some of the characteristic features of this culture. Employees should be ready to take quick decisions, handle high pressure and accept responsibility of the decisions.
--> Congenial culture
A social approach is what a congenial work culture offers to organisations. Organisations involved in consumer products, retail outlets, real estate agencies etc adopt this kind of culture. Employees should value their customers since they are important for the business. Employees in such a culture should be friendly, responsive, work in teams and satisfy customers.
--> Risk aggressive culture
Similar to aggressive culture, risk aggressive culture also involves many risks. Employees’ decisions are often scrutinised by their superiors because of the potential risks involved. Organisations dealing in large capital goods, investment banks, aerospace industry etc embrace such a culture. These cultures involve high risks, slow feedbacks, slow decisions and no job security.
--> Systematic culture
Government agencies are a classic example of the bureaucratic culture. They are rigid and resistant to change. Traditional banks and insurance companies follow suit. Absence of risk taking, rigid rules and critical feedbacks are some of the features of such cultures.
Knowledge of the various kinds of cultures helps both the organisation and the individual. With this knowledge organisations can look forward to recruit talent that best fits their cultures. They can also initiate a work culture that fits their core values and employee behavioural patterns.
Hope it might help you.
CHeers
Archna
From India, Delhi
Thompson uses some interesting variants;
BASEBALL TEAM CULTURE:
This attracts entrepreneurs, innovators and risk takers and pay employees for what they produce. Risks are high and long term security is virtually non existent
CLUB CULTURE
Rewards seniority and provide stable, secure employment. It also rewards loyalty and commitment.
ACADEMY CULTURE
Tend to hire recruits directly from College. They train employees to become experts in a particular function
FORTRESS CULTURE
Is preoccupied with survival. They have difficulty in rewarding employees for good performance.
Some may be a blend of these and may not fit into a single category
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
BASEBALL TEAM CULTURE:
This attracts entrepreneurs, innovators and risk takers and pay employees for what they produce. Risks are high and long term security is virtually non existent
CLUB CULTURE
Rewards seniority and provide stable, secure employment. It also rewards loyalty and commitment.
ACADEMY CULTURE
Tend to hire recruits directly from College. They train employees to become experts in a particular function
FORTRESS CULTURE
Is preoccupied with survival. They have difficulty in rewarding employees for good performance.
Some may be a blend of these and may not fit into a single category
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
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Values and culture.ppt