3.4.1 Corporate influences & 3.4.2 Corporate culture GapFill

Charles Handy wrote "Understanding   People Bikes Organizations Products" in 1976, and in it he identified four main types of company culture. He defined culture as "the way we do things round here".

POWER

This is shown as a spider's web, with a  spider snake fly cat  at the centre, and indicates that these types of organisation have a strong leader at the heart.  These businesses can be quick to respond in dynamic markets and have an emphasis on   demotivated sad talented burnt out  and creative individuals at the core rather than group work. Examples might be Facebook, Dyson and Walt Disney. 

ROLE

This is shown as a bank or Greek temple and indicates that these types of organisation are characterised by rules,  procedures orders items ways , red tape and paperwork. They have strong functional areas and a narrow band of senior managers at the top who make all the decisions. Those lower down are just following the rules and   rules employees paperwork policies .  There is lots of formality and they are often very successful businesses but can be slow to adapt in dynamic markets. Examples might be high-street banks and the civil service, e.g. HMRC. 

TASK

This is shown as a grid and indicates that these types of organisation would most likely be in a  matrix paternalistic autocratic tall  design structure. They have an emphasis on project   cabinetsteams clipboards files  and group work, and the main task is organising the correct resources and allocating them to the various projects. Examples might be car companies, e.g. Vauxhall and Ford.

PERSON

This is shown as a Petri dish and indicates that these types of organisation have a series of   rulersautonomous cards pencils , highly skilled individuals.  This is a rare form of culture, which probably has a   autocratic manager leader laissez-faire  manager in charge. Individuals are experts and specialists and often they can be hard to manage. Examples might be architects or web designers.