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12 process culture mainly exists in 13 which of the

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12.Process culture mainly exists in _________________.13. Which of the following researcher(s) have establishedthe relationship between organisational culture and theorganisational structure?a. Deal and Kennedyb.Charles Handyc. Quinn and Rorbaughd.Hofstede
14. Charles Handy compared organisational structure andorganisational culture to a ________________, and the keydecision makers have been compared with the importantspiders that sit in the center of the web.15.In a ________________, the source of power lies in the positionthat an individual holds.16.In a task culture, all the resources required for completing aproject are organised with the correct pool of employees, anda manager capable enough to handle the resources under ateam. (True/False)17.Give two examples of organisations that have person culture.Use the Internet to find out more details of Charles Handy’s classi-fication of organisational culture.ACTIVITY2.4ORGANISATIONAL CULTURE ANDORGANISATIONAL STRUCTUREAll organisation carry out some type of business. The ultimate objectiveof the organisation is to make profits and expand its business opera-tions. Business thrives when the organisation receives quality projectsto work on. Organisations must also have a proper structure if they areto function in a profitable manner. Here, structure refers to the hier-archical arrangement that depicts the lines of duty (departments, em-ployees) and communication channels. This structure helps in defininghow the communication and flow of information are carried out in theorganisation among the different layers of the hierarchy.An organisational chart is created to depict the different layers of hier-archy and all the relationships among these layers. The organisationalstructures exist so that all the parts of the organisation are connectedNMIMS
NOTESNMIMS Global Access - School for Continuing EducationTYPES OF ORGANISATIONAL CULTURE43in a coherent manner in order to carry out the business operationssmoothly. An organisation can be compared to a large system thathas various components. The goals of the organisation can only beachieved when all the components work together.Structure is a very visible aspect of an organisation. Organisationalculture, on the other hand, is an almost invisible aspect of the organ-isation. You have studied the basic concepts of organisational culturein Chapter 1. It is important to mention here that the organisationalstructure and the organisational culture are interrelated. In majorityof cases, it is the structure of the organisation that needs to adapt tothe changing components of the culture. Let us now study the interre-lation between these two.The structure of an organisation is an arrangement of various com-ponents such as departments, divisions and managers. The cultureof an organisation determines how these components interact amongthemselves. Values, beliefs, assumptions are an important componentof the culture. The values of an organisation determine how the vari-ous components are positioned in the structural hierarchy. For exam-ple, team work is one of the core values of an organisation. So, we candepict the structure of an organisation in an organisational chart, asshown in Figure 2.2:Figure 2.2: Organisational Chart Depicting Teamworkas a Core ValueIn Figure 2.2, you can see that the different engineers and techniciansare grouped in a team under a product manager. The engineers and

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Test, The Land, Organisational Culture

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