Page 331 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes The culture of an organisation can be further expanded as beliefs and ideas about what kinds of
goals and objectives, the members of an organisation should pursue. It also covers the ideas
about the appropriate kinds or standards of behavior organisational members should use to
achieve these goals as objectives as determined earlier. These values in turn help determine the
organisational norms, guidelines or expectations that prescribe appropriate kinds of behavior
by employees in particular situations and control the behavior of organisational members
towards one another.
Change is inevitable in a progressive culture. Change in fact, is accelerating in our society.
Revolutions are taking place in political, scientific, technological and institutional areas.
Organisations cannot completely insulate themselves from this environmental instability.
Change is induced by the internal and external forces. Meeting this challenge of change is the
primary responsibility of management. An organisation lacking adaptability to change has no
future. Adaptability to change is a necessary quality of good management. Modern managers
have the responsibility to devise management practices that best meet the new challenges and
make use of the opportunities for the growth of the organisation.
Organisational change refers to a modification or transformation of the organisation's structure,
processes or goods. Flexibility requires that organisations be open to change in all areas, including
the structure of the organisation itself. In a flexible organisation, employees can't think of their
roles in terms of a job description. They often have to change the tasks they perform and learn
new skills. The most flexible organisations have a culture that (a) values change, and (b) managers
who know how to implement changes effectively.

Notes There's been a great deal of literature produced over the past decade about the
concept of organisational culture as well as corporate culture, particularly in regard to
learning how to change it. Organisational change efforts are known to fail the vast majority
of the time. Usually, this failure is owed to the lack of understanding about the strong role
of culture and the role being played by it in organisations. That's one of the reasons that
many strategic planners now place as much emphasis on identifying strategic values as
they do mission and vision.

16.1 Types of Organisational Culture

There are different types of organisational culture in the corporate world. This depends on the
way of working, strategy formulated by an organisation, and also its core values. Very widely
known are two categories namely – strong and weak. But here, we pertain to different
classification. While different theorists and different companies even might have differing
opinions on the types of organisational cultures out there, there is a general consensus on four
different types of organisational culture. Most companies or corporations in their style or plan
can fall into one of these four general types, viz.
1. Clan Culture
2. Hierarchy Culture

3. Adhocracy Culture
4. Market Culture

Let us understand each of them one by one.
1. Clan Culture: This type of culture is visible in those organisations which are very friendly
place to work where people share a lot of themselves. It is like an extended family.

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