Define handy3/11/2023 ![]() Rules and procedures are the chief methods of influence. ![]() People are selected to perform roles satisfactorily personal power is frowned upon and expert power is tolerated only in its proper place. Position is the main power source in the role culture. This type of organisation is characterised by strong functional or specialised areas coordinated by a narrow band of senior management at the top and a high degree of formalisation and standardisation the work of the functional areas and the interactions between them are controlled by rules and procedures defining the job, the authority that goes with it, the mode of communication and the settlement of disputes. This culture shares a number of factors in common with Weber’s description of the ‘ideal-type’ bureaucracy. The role culture can be illustrated as a building supported by columns and beams: each column and beam has a specific role to playing keeping up the building individuals are role occupants but the role continues even if the individual leaves. In extreme cases, a power culture is a dictatorship, but it does not have to be.įigure 19 Role culture Figure 19 Role culture Anticipating wrongly can lead to intense dissatisfaction and sometimes lead to a high labour turnover as well as a general lack of effort and enthusiasm. If managers get this culture right, it can result in a happy, satisfied organisation that in turn can breed quite intense commitment to corporate goals. Working in such organisations requires that employees correctly anticipate what is expected of them from the power holders and perform accordingly. They can appear tough and abrasive and their successes can be accompanied by low morale and high turnover as individuals fail or opt out of the competitive atmosphere. In organisations with this culture, performance is judged on results, and such organisations tend to be tolerant of means. This type of culture relies heavily on individuals rather than on committees. They find it difficult to link too many activities and retain control they tend to succeed when they create new organisations with a lot of independence, although they usually retain central financial control. Control of resources is the main power base in this culture, with some elements of personal power at the centre. They will tend to attract people who are power orientated and politically minded, who take risks and do not rate security highly. Organisations with this type of culture can respond quickly to events, but they are heavily dependent for their continued success on the abilities of the people at the centre succession is a critical issue. ![]() ![]() The closer you are to the spider, the more influence you have’ (1999, p. Handy illustrates the power culture as a spider’s web (see Figure 18), with the all-important spider sitting in the centre ‘… because the key to the whole organisation sits in the centre, surrounded by ever-widening circles of intimates and influence. Figure 18 Power culture Figure 18 Power culture ![]()
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