Power and influence spread out from a central figure or group Power desires

Power and influence spread out from a central figure

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the center like a web. Power and influence spread out from a central figure orgroup. Power desires from the top person and personal relationships with thatindividual matters more than any formal title of position. Power Cultures havefew rules and little bureaucracy; swift decisions can ensue.In a Role Culture, people have clearly delegated authorities within a highlydefined structure. Typically, these organizations form hierarchical bureaucracies.Power derives from a person's position and little scope exists for expert power.Controlled by procedures, roles descriptions and authority definitions. Predictableand consistent systems and procedures are highly valued.By contrast, in a Task Culture, teams are formed to solve particular problems.Power derives from expertise as long as a team requires expertise. These culturesoften feature the multiple reporting lines of a matrix structure. It is all a smallteam approach, who are highly skilled and specialist in their own markets ofexperience.A Person Cultureexists where all individuals believe themselves superior to theorganization. Survival can become difficult for such organizations, since theconcept of an organization suggests that a group of like-minded individualspursue the organizational goals. Some professional partnerships can operate asperson cultures, because each partner brings a particular expertise and clientele tothe firm.4.3WHY IS AN ORGANIZATIONAL CULTURE IMPROTANT TO AN ORGANIZATION?Organizational culture is possibly the most critical factor determining an organization'scapacity, effectiveness, and longevity. It also contributes significantly to theorganization's brand image and brand promise by:Creating energy and momentum. The energy will permeate the organization andcreate a new momentum for success. Guaranteeing stability and, therefore, continuity, which is crucial for theorganization. We need people who share the same values, beliefs and ways ofdoing things but here is the problem: in radically changing times where change isa MUST, organizational culture can be a real impediment.The above-mentioned relevance of organizational culture supports the proposition that, inthis competitive and globalized corporate scenario, there is great need of organizationaldevelopment strategy at various workforce departments, as this can improve thecompany's culture. A normative systems culture change process is necessary highlighting the first phase ofAnalysis- the existing culture is examined to see what ideas are likely to grow in theculture. Leadership is engaged and goals are determined. This is followed by phase two-the seed of the new cultural ideas is planted in the minds of the members of the culture31
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and employees at all levels are informed about the initiative and asked to participate. Inthe third phase, the new cultural practices are nurtured. Finally, results are harvested,success is celebrated and plans are set for building on the progress that has beenachieved.
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