Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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between departments, functions and specialities which are represented by
the ‘spots’ within the lattice as depicted in Figure 4 below.
Figure 4: The Task Culture Flexible and adaptable with individual autonomy.
In environments where there is a very competitive market, such as
Advertising Agencies and research groups, where product spans are short
and constant change and innovation is necessary, these cultures are often
very successful (Salaman, 2000). Since workplace groups have a common
purpose there is often a sense of enthusiasm and shared working
commitment. However, the problems with these cultural structures are
equally as strong as the potential advantages. Due to the highly dynamic
and ever-changing nature of organisations which have these cultures, they
do not usually build up a great depth of employee expertise. Additionally
they are heavily reliant on the quality of the people involved in the work.
Also, when tasks go wrong and control needs to be exercised from the
centre of the lattice, or the head of the organisation, it can easily revert to
a role or power culture, where rules and procedures are passed down from
those in charge, possibly leading to a decline in morale (Brown, 1998).
1a.4) The Person Culture
This is the most uncommon of the four identified cultures. Any
organisation with a person culture exists solely for the individuals that
comprise it, as opposed to for the intended outcomes of the organisation,
and as such is represented by Handy’s model as a cluster in which no
individual dominates (Brown, 1998). The person culture focuses on the
individual with its main purpose being to satisfy the needs of individuals,
and the organisation itself is secondary to individual self-fulfilment
(Salaman, 2000). The organisation develops when a group of people
decide that it is within their own interests to assemble and organise as a
collective rather than on an individual basis, as is often the case with
barristers, doctors and architects (Brown, 1998). Therefore within these