Types of Organizational Culture 🤝🏨

Types of Organizational Culture 

There are four primary types of workplace cultures. according to University of Michigan academics Robert Quinn and Kim Cameron. The researchers classified it based on competing values as 1. Flexibility vs stability & 2. Internal vs external. (Cameron & Quinn, 2006) 

All organizations have a unique combination of these four types of organizational cultures, with one type usually dominating. The likelihood that there are multiple cultures within an organization increases with its size. This could be beneficial to the company, but it could also be disadvantageous when trying to create a cohesive culture in a geographically and globally spread organization. 

              

The Adhocracy Culture 

Also known as create culture. This workplace is vibrant and innovative. Employees take risks. People view leaders as risk-takers and innovators. Innovation and experimentation are ways to connect. The long-term objective is growth and resource creation. Success is when new goods or services become available. This culture encourages personal initiative and freedom. There is freedom concerning new ideas useful for promoting growth. In addition, employees are encouraged by the best rewards systems. (Hellriegel et al.,2004) 

Amazon, Tesla  

Clan Culture 

The work environment has a friendly vibe. Everyone gets along well, and it feels like part of the family. The leaders are seen as father figures or mentors. Tradition and loyalty keep the team together. There is a lot of engagement. Long-term Human Resource Development is emphasized. Taking care of individuals and attending to their needs is the foundation that defines success. The group encourages collaboration, engagement, and cooperation. Clan culture focuses on the role of human resources and human factors, highlighting individual relationships and involvement within the organization (Keskin et al., 2005). 

Google, Tata Sons 

Hierarchy Culture 

The workplace here is organized and formalized. Processes determine how people behave. Leaders take great pride in their efficient coordination and planning. The most important thing is to keep the organization running smoothly. Organizational stability is maintained by official guidelines and practices. Stability and results are the long-term objectives, together with a productive and seamless task execution process. Success is defined by minimal costs, continuous planning, and timely delivery.  

Military & government organizations 

Market Culture 

This is a results-driven workplace where, completing tasks on time, meeting deadlines, and having goals are valued. Individuals are target-oriented and competitive. Leaders are competitive and hard workers. They have high standards and can be tough. The organization remains intact because winning is prioritized. The most important aspects are success and reputation. Targets and competing activities are the long-term priority. Employee performance is typically raised in this kind of culture through the appropriate rewards program. (Cameron & Quinn, 1999) Success is defined as having outstanding statistics, market dominance, and accomplishing goals. Leading the market is crucial. Competition forms the basis of the organizational style. 

General Electric, Coca-Cola & Apple 

In a nutshell, 

Adhocracy culture: The creative, innovative, and dynamic culture.  

Clan culture: The welcoming, people focused, collaborate culture.   

Hierarchy Culture: The systematic, organized, process focused, controlled culture. 

Market culture: The competitive, results driven, compete culture. 

Following video illustrates the four types of organizational culture, characteristics, common challenges and identifying subcultures. To have a deeper understanding the author suggests the resources listed under additional reading. 

 

Additional reading :

Types of Organizational Culture (youtube.com) 

(99+) Four Organizational Culture Types | bruce tharp - Academia.edu

 

 

References :

 

Cameron, K. and Quinn, R. (1999), Diagnosing and Changing Organizational Culture. Based on the Competing Values Framework, Addison-Wesley, Reading, Massachusetts, MA. 

Hellriegel, D., Jackson, S.E., Slocum, J.W., Staude, G., Amos, T., Klopper, H.B. and Oosthuizen, T (2004), Management, 2nd South African ed., Oxford University Press, Cape Town. 

Keskin, H., Akgun, A.E., Gunsel, A. and Imamoglu, S.Z. (2005), “The relationships between adhocracy and clan cultures and Tacit oriented KM strategy”, Journal of Transnational Management, Vol. 10 No. 3, pp. 39-53 

Organizational cultural competence consultation to a mental health institution - Scientific Figure on ResearchGate. Available from: https://www.researchgate.net/figure/The-Competing-Values-Framework-Cameron-Quinn-2006_fig1_224052566 [accessed 29 Nov, 2023]