типы культуры

1/Organizations are similar to countries: they each have a unique culture based on values,
beliefs and common expectations.

2/ Charles Handy, a management consultant and professor at the London Business School,
developed the Four Types of Culture and published them in his 1978 book "Gods of Management."
Handy's theory describes four distinct management styles, each with its own values. Over time,
these values and expectations create a culture within the organization. In Handy's original theory,
each culture was associated with a Greek god, to help people understand and remember them. Here
are the four associations:
Club Culture: Zeus.
Role Culture: Apollo.
Task Culture: Athena.
Existential Culture: Dionysus.
Let's explore four unique organizational cultures in detail.
3/ 1. Club (Power) Culture
The club culture is built on power, connections and respect. It's often found in organizations
with like-minded individuals and a charismatic entrepreneur at its center. This culture thrives when
speed is more important than accuracy. In it, managers and teams make decisions based on what the
CEO wants to do. Empathy with the organization's leader is essential.
If the organization experiences rapid growth, or a series of crises, this culture might be the
best choice to work toward. To align your organization with this culture, work on building
trust with your colleagues and team. Trust is the foundation of the club culture and you won't be
able to make much progress without it.
In the club culture, individual relationships often count for more than the validity of your
arguments or ideas. Make sure that you gain the support of your allies and key stakeholders as this
will be essential to pushing your projects and ideas through. Next, help team members to overcome
their fear of failure, so that they feel comfortable if they make mistakes. The leaders in these
organizations often learn by "doing." Encourage your team to take well-considered risks and to
learn from their mistakes.
4/ 2. Role Culture
The role culture is often found in large, hierarchical and bureaucratic organizations. An
approach to work is based on a person's role, or a specific task that needs completion. Stability,
efficiency and predictability are valued more than individual needs. The role culture is most
effective in a government agency, within an industry that experiences very slow change, or for an
organization with a long history of offering a successful product. This culture is also useful in
industries or situations where it's important for team members to follow particular rules, policies
and procedures.
If your organization has experienced recent safety or quality issues, or if you need to increase
efficiency, you may want to work toward a role culture. First, write a job description for all of your
team members, and make sure that they fully understand their role and responsibilities. Create
a team charter that defines the group's objective, roles, rules and other key parameters.
This role culture depends on having the right rules and procedures in place – this is important
where equality is of particular concern, and where there can be significant problems with health and
safety. Take time to explain to your team why the rules exist. When they understand the purpose of
the rules and procedures, they're far more likely to follow them consistently.
5/ 3. Task Culture
In the task culture, the organization judges people's performance by their results and on the
number of problems that they solve. Their expertise, talent, creativity, and problem-solving ability
are valued and rewarded. This culture often has high levels of engagement and enthusiasm, and the
organization is typically staffed by expert professionals who have a sincere desire to help it grow.
The task culture is often useful in industries where solving problems is the primary objective.
Examples include research and development, marketing and advertising and consulting. This
culture is also valuable when an organization undergoes expansion or seeks new products or
services for development.
To move your organization to a task culture, make sure that you have the right people in the
right role. A mismatch can slow productivity. Next, encourage everyone on your team to build
expertise within their jobs. In a task culture, experts are highly valued and everyone should devote
time to learning and building on their experience.
6/ 4. Existentialist Culture
In the first three cultures, people are considered to be subordinate to the organization; they are
there to help it achieve its goals. In existentialist culture, the organization exists to help people
achieve their higher purpose. Here, individuals' talent and skills are the organization's greatest
assets. The existentialist culture is best for organizations that depend entirely on the talent or skill
of professionals and "star" performers. For example, virtual companies that employ a diverse mix
of contractors are often existentialist. Many start-ups and partnerships also adopt an existentialist
culture.
This culture is a good fit when your organization needs to attract the best talent possible, or
when you work within a group of equals, such as a partnership. Personal freedom is the foundation
of an ex/c. So give your team members the autonomy that they need to do their jobs as they see fit.
If possible, allow them to work from home or to set their own schedule. In this culture, everyone
has a say on decisions. Encourage your team members to speak their mind in meetings, but stress
that they're not obliged to do so. Last, learn how to manage this diverse group of professionals.
7/ The organization is unlikely to fit into one of these four cultures. The most successful
organizations are those that exist in balance – they have a blend of cultures, or call upon one or
more in specific situations or roles.

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1/Organizations are similar to countries: they each have a unique culture based on values,

beliefs and common expectations.

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