Here, the working atmosphere is amiable. There are commonalities among the people and the entire organisation is equivalent to a large family. The leaders seem like fatherly figures while loyalty and tradition hold the organisation together. The sense of unity binds the organisation together. There is strong peer pressure.
The leader here is the team builder and a facilitator. The values that drives the organisation are development, communication and commitment. Various theories like participation and human resource development prove effective. The leader uses strategies like open communication, HRD, empowerment etc are to improve the quality.
Here, the working environment is creative and dynamic The leaders are innovative whereas the individuals take risks. The culture supports innovations and experiments and the future goal is to create resources and grow. The invention of new services or products is considered a success. Thus, this organisational culture promotes freedom and initiation within the organisation.
Here, the leader is an entrepreneur and visionary. The drivers are agility, transformation and innovation outputs. The measures to improve quality include creating different standards and evolving continuously to find creative solutions.
This organisational structure focuses on results and getting outputs and finishing the work. Here, employees are focused on the outcomes and competitive. Leaders are rivals, producers and hard drivers along with being tough. They have high expectations from the individuals. Success, win and reputation is the primary objective in such culture. The sense of winning binds the organisation together.
Here, the leader is the competitive and hard driver. Profitability, goal achievement and market share are the values that drive the organisation. Effectiveness is achieving by motivating the employees to focus on the goals and customers. Improvements are made by the creation of the external partnerships, involving suppliers and customers, measurement of preference of the client etc.
It is the most formalised organisational culture. There are procedures that define the behaviour and work of the individuals. Leaders focus only on coordination that results in inefficiency. The formal policies and rules bind the organisation together, success is defined with low cost arising out of smooth planning. It is also known as bureaucratic culture.
Here, the leader is a coordinator, organiser and monitor. The key value drives are uniformity, dependability, timeliness and effectiveness. Effectiveness is achieved with control. The leader uses the following strategies to increase the quality of direction of errors, process control, quality tools, systematic problem-solving.