The Four Culture Types Consists Of Two Dimensions

The term "culture" has been used more and more recently but what exactly does it mean? Some have even regarded culture as "the most central problem of all social science" (Malinowski, 1939). According to Merriam Webster (2016), culture is defined as the arts and other manifestations of human achievements. If culture was as simple as Merriam-Webster defines it then the lives of anthropologists, sociologists, and psychologists would be much easier. As we know, culture varies greatly across religion, countries, and some cases in just states; the difference between the north and the south. We can conclude that culture is a set of shared thoughts, values, and cognitions (Geertz, 1973). With culture in itself varying tremendously based on values and location, then surely organizational culture is no simple concept either. The term "organizational culture" has just recently become to be used more (Barley, 1988). Though there may be disagreements on defining culture universally, researchers tend to agree that culture is of vital importance in an organizational context, whether that organization is a company or a government (Kilmann, Saxton, & Serpa, 1986).

In 1972 Rogger Harrison researched into ‘Organizational Cultures and Structures’ which was later supported and publicised by Charles Handy (1985), it suggested that there are four dimensions of cultures through which organisations exist. They are; ‘power’, ‘role’, ‘task’ and ‘people culture’. Organisations can be associated with one or more of the different cultures. Many organisations can be identified as having a different organisational culture at each hierarchical interval.

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

Culture is defined as all of humans’ perception, knowledge, opinions, worth and sensation studied through joining in any cultural system (Nanda & Warms, 2011). In other word, human is the represent of culture (O’Donnell & Boyle,2008, pp.4-14). The dimension of culture is the centre in all aspects of organizational life, especially in business (Nanda & Warms, 2011). For example, the way employer of a company act, think or feel is controlled by their naturally cultural belief (REF). Values of an organisation can be changed effectively by organisational culture (REF).

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

According to Watkins (2013), organizational culture is not well defined. However, Watkins (2013) lists characteristics of organizational culture as: observable consistent behavior patterns, an alignment of purpose

First, we must explore the types of culture each company utilizes. Endothon has a customer focus that values results and productivity. So, on the competing values framework they have an external focus and believe in stability, this suggest the company has a Market Organization structure. Market cultures provides many beneficial outcomes. It is customer focused, highly productive, and enhances competitiveness. This makes Market Cultures likely to produce positive outcomes for investors and high goal achievement. Techfite is employee focused and values flexibility and empowerment. On the competing values framework, this would suggest the company has an internal focus that empowers employees, this means that Techfite is a Clan Organization. Clan culture has many advantages, it creates cohesion, empowerment, and participation. This makes for companies with employees high in morale who are committed to the company’s development.

A clan culture is a family like or tribe like type of corporate environment that emphasizes consensus and commonality of goals and values. Clan cultures are the most collaborative and the least competitive of the four main corporate culture models. Mentoring, employer commitment and employee engagement are thought to promote empowerment and loyalty that will drive productivity and business success.  Verizon’s employees are the embodiment of that belief. Whether they’re mentoring students, helping non-profits build capacity or running to support a

Cultural organization is unique and configures their norms, beliefs, values, and behavioral characteristics into the individual and groups that unite to get things accomplished. Patterns begin to evolve and become a rule of basic assumption; whether it is a new idea, one recently discovered or under development by a certain group as they learn to cope with internal integration and external adaptation problems. Cultural characteristics are hard to define because culture is multi-dimensional with integrated components that intertwine at different levels and ever-changing which takes time to establish and therefore time to change it also. Culture becomes the fabric or social glue that unites its participants, this will counteract any processes that are different becomes an unavoidable side-effect of life in an organization. Mutual understandings and a shared system of meanings becomes the basis of communication in a cultural organization. Functions of a society need to be fulfilled with a certain amount of satisfaction or culture can impede the efficiency of that organization. Problems with this concept arise when trying to categorize culture or when, why, or how corporate culture should be changed or finding the best, healthiest or most desirable one.

According to our text, Deal and Kennedy identified four dimensions of culture. Values, Heroes, Rites and Rituals, and Culture Network reflect how in a large part an organization makes decisions (Lester & Parnell, 2006). An organization’s culture is impressed upon staff beginning at the hiring process and continues throughout their tenure. For example, a Healthcare organization may have a culture that stresses patient safety and satisfaction beyond anything else. In this culture, any decision regarding process improvement or introduction of a new service line would be tailored to either safety or satisfaction. If a hospital were to start a patient lift team, the project team would ask how this departmental addition would impact patient safety

Organizational culture can be divided into four categories through the competing values framework: clan culture, adhocracy culture, hierarchy culture and market culture. Clan culture is characterized by employee development or empowerment, teamwork, commitment, participation and loyalty. Market culture is oriented toward the external environment and it is focused on transactions with external constituencies, including customers, suppliers and regulators etc. (Cameron & Quinn, 2011) A clan culture is more like a family-like type of working environment that emphasizes consensus and commonality of values and goals.

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

The organizational culture and subcultures within a business determines, to a larger extent, how the business performs and the quality of people that comprises an organization. Such culture is often initially created on purpose, but takes on life and identity of its own, developing organically and eventually controls and cultivates people within the organization.

Understanding the influence of culture in business practices and managerial decision-making requires explaining the differences between cultures. This is why, Hofstede (appendix 1) presents a well-known model based on four dimensions of culture:

One definition of an organizational culture is 'the collective programming of the mind which distinguishes the members of one organization from another ' (Hofstede 1991: 262). Regarding Trompenaars’ corporate culture descriptions, I would say there is no particular culture that is a fit to this country. Since it’s a blend of different types of people, there are so many types of behavioral patterns that it is difficult to categorize the whole country