TYPES OF

ORGANISATION
CULTURE
PRESENTED

BY :-

AAYUSH JAIN

ASHISH AGRAWAL

AAYUSH NIGAM

ANUJ GUPTA

TYPES OF ORGANISATION CULTURE

Authoritarian and Participative Culture

Mechanistic and Organic Culture

Dominant
Strong

Culture and Subculture

culture and Week culture

Bureaucratic
Clan

Culture

Culture

Entrepreneurial
Market

Culture

Culture

Authoritarian and Participative Culture

In the Authoritarian culture there is

centralization of power with the leader and
obedience to orders and discipline are stressed .
Any disobedience is punished severely to set
examples to others .The basic assumption is that
the leader knows that what is good for the
organization and he always acts in its interest
.Participative culture tends to emerge where
most organizations members see themselves as
equal and take part in decision -making .

Mechanistic and Organic Culture

The mechanistic organization culture exhibited the value of bureaucracy

and so is also called bureaucratic culture thinking of there careers mainly
within the specializations . Authority is through of as falling down from the
top of the organization to the lower level and communication flows
through prescribed channel .There is great deal of departmental loyalty
and intra departmental animosity . This sort of culture resists charge and
innovation.

In the organic culture , formal hierarchy of authority , department

boundaries , formal rules and regulations and prescribed channel , of the
communication are founded upon . There is great deal of emphases on
task accomplishment team work and free flow of communication formal
and informal . There is a wide spread within the stall of the problems ,
threats and opportunity the organization is facing and there is willingness
and prepairedness to take appropriate role to solve the problems . The
culture stressed flexibility , consultation and change innovation .

Dominant Culture and Subculture

A dominant culture is a set of core values shared by a majority of the

organizations members . When we talk of organizational culture , we
generally mean dominant culture only .The dominant culture is a
macro view beliefs , value and attitudes that helps guide the day to
day behavior of employees.

A sub-culture is a set of values shared by relatively a small number of

organizational members . Sub-culture arises as a result of problems or
experiences that are shared by the members of the department or unit
of organization .In the sub-culture , the core value of the dominant
culture are retained but modified to reflect the individual units
distinct situation . For example the marketing department may have
its own sub-culture and the finance department may have its own subculture depending on the additional values which are unique to these
department only.

Strong culture and Weak culture

Organization culture can be strong or week. A strong culture has following features :

(1)

Strong values and strong leadership.

(2)

A strong culture is always widely shared .Sharedness refers to the degree to which the
organizational members have the same core values.

(3)

A strong culture Is intensely held. Intensely refers to the degree of commitment of the
organizational to the core values .

A strong culture will have a great influence on the behavior of its members because high
degree of sharedness and intensity create an internal climate of high behavioral control
. A week culture is just the reverse of strong culture in every aspect .
The benefits of strong culture are reduced turnover and positive turnover and positive
employee attitude. A strong culture demonstrate high agreement among members about
what the organizational stand for . Such unanimity of purpose build cohesiveness, loyalty
and organizational commitment . As a result turnover is low and employees have a
positive attitude towards the organizational . However a strong culture may resist new
ideas and change in the organization . The opposite will happen if the culture is week .

Bureaucratic Culture

An organization that values formality, rules, standard operation

procedure, and hierarchical coordination has a bureaucratic culture . It
may be noted that the long-term concerns of a Bureaucracy are
predictability, efficiency, and stability. Its members highly value
standardized goods and customer service . Behavioral norms support
formality over informality . Managers view there role as good coordinators
,organizers and enforcers of written rule and standards . Tasks ,
responsibility and authority for all the employees are clearly defined . The
organization's rules and processes are spelled out in thick manuals and
employees belief that there duty is to go by the book and follow
legalistic procedures . Generally the government department are
characterized by Bureaucratic culture.

Clan Culture

Tradition, loyalty, personal commitment, extensive socialization, teamwork, selfmanagement, and social influence are the main attributes of a clan culture. Its
members recognize an obligation beyond the simple exchange of labour for a salary.
They understand the contributions to the organisation (e.g., labour worked per
week) may exceed any contractual agreements. The individual's long-term
commitment to the organisation (loyalty) is exchanged for the organisation's longterm commitment to the individual (security). Because individuals believe that the
organisations will treat them fairly in terms of salary increases, promotions, and
other forms of recognition, they hold themselves accountable to the organisations
for their actions. A clan culture archieves unity with a long and through
socialization process. Longtime clan members serve as mentors and role models for
newer members. These relationships perpetuate the organisation, value and norms
over successive generations of employees. The clan is aware of its unique history
and often documents its origin and celebrates its traditions in various rites.

Entrepreneurial Culture

Entrepreneurial Culture High levels of risk-taking, dynamism, and

creativity characterise an entrepreneurial culture. There is a commitment
to experimentation, Innovation, and being on the leading edge. This
culture doesn't Just quickly react to changes in the environment, rather it
creates change. Effectiveness means providing new and unique products
and rapid growth. Individual initiative, flexibility, freedom foster growth
and are encouraged and well rewarded.

Entrepreneurial cultures usually are with small to mid-sized companies

that are still run by their foundersassociated , such as Infosys, Wipro,
Reliance Microsoft, Intel, e-Bay, and so on.

Market Culture

Market Culture The achievement of measurable and demanding goals,

especially those that are financial and market-based (e.g., sales growth,
profitability, and market share) characterize a market culture. Harddriving competitiveness and a profit orientation prevail throughout the
organisation. In a market culture, the relationship between individual and
organisation is contractual. That is, the obligations of each party are
agreed upon in advance. In this sense, the formal control orientation is
quite stable. The individual Is responsible' for some level of performance,
and the organisation promises a specified level of rewards in return.
Increased levels of performance are exchanged for increased rewards. as
outlined in the agreement. Neither party recognizes the right of the other
to demand more than was originally specified.

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