Examples of functional organizational culture

According to different standards and different uses, theoretical circles have different ways to divide organizational culture. Among them, the most common methods are: (1) According to the inherent characteristics of organizational culture, Jeffrey of Emory University? Sonenfeld put forward a set of labeling theory, which helps us to understand the differences between organizational cultures and the importance of reasonable matching between individuals and cultures. Through the study of organizational culture, he identified four cultural types: 1. Academic organizations Cultural academic organizations are places for those who want to fully master every new job. Here, they can continue to grow and progress. This kind of organization likes to hire young college graduates, provide them with a lot of specialized training, and then guide them to engage in various specialized jobs in specific functional fields. Sonenfeld believes that the examples of academic organizations are IBM, Coca-Cola and Procter & Gamble. 2. Club organization culture Club companies attach great importance to adaptation, loyalty and commitment. In the club organization, seniority is the key factor, and age and experience are crucial. Contrary to academic organizations, they cultivate managers into generalists. Examples of club organizations include United Parcel Service, Delta Air Lines, Bell Company, government agencies and the military. 3. Baseball organization culture Baseball organizations encourage adventure and innovation. When recruiting, look for talented people from people of all ages and experience levels. The salary system is based on the performance level of employees. Because this kind of organization gives great rewards and greater freedom to excellent employees, employees generally work hard. Such organizations are common in accounting, law, investment banks, consulting companies, advertising companies, software development and biological research. 4. Fortress-style organizational culture Baseball companies pay attention to innovation, while Fortress companies pay attention to the company's survival. Most of these companies used to be college, club or baseball teams, but they declined in difficult times, and now they try their best to ensure the survival of enterprises. Such companies lack job security, but they are attractive to people who like mobility and challenges. Fortress organizations include large retail stores, forestry products companies and natural gas exploration companies. (2) According to the influence of organizational culture on its members, two famous professors of Harvard Business School, John? John P. Kotter and James? James L. Heskett studied four projects from August 1987 to August 199 1 1. According to the relationship between organizational culture and long-term management, organizational culture is divided into three categories: 1. A company with strong organizational culture has strong organizational culture. In the case of keeping pace with each other, members of the organization have the same values and behaviors, so they are willing to work or voluntarily devote themselves to the enterprise, which makes employees work harder. Strong organizational culture provides the necessary enterprise organization and management mechanism, thus avoiding the dependence of organizations on ordinary bureaucrats who stifle organizational vitality and reform ideas, thus promoting the improvement of organizational performance. 2. Strategic and rational organizational culture An enterprise with this organizational culture does not have an abstract and good organizational culture connotation, nor does it have any organizational culture that is universally applicable and suitable for all enterprises. Organizational culture is a good and effective culture only if it "adapts" to the enterprise environment. Different organizations need different organizational cultures. Only by adapting to the organization can culture play its greatest role and improve the operating conditions of enterprises. 3. Flexible and adaptable organizational culture A flexible organizational culture must have the characteristics of promoting confidence and trust in the personal life of employees and the corporate life of the company, not being afraid of risks and paying attention to behavior. Employees support each other and dare to find and solve problems. Employees are enthusiastic and willing to sacrifice everything for the organization. (3) According to the scope of organizational culture, as a system, an organization consists of various subsystems, and each subsystem consists of a single individual with cultural creativity. In an organization, in addition to the whole organization as a whole, various formal and strictly divided subsystems or informal groups can also be regarded as a small whole relative to the organization. From this perspective, organizational culture can be divided into two categories: 1. The dominant culture embodies a core value, which is recognized by most members of the organization. When we talk about organizational culture, we generally refer to the main culture of the organization. It is this macro-perspective culture that makes the organization have a unique personality. 2. Subculture Subculture is a small part of the mainstream culture of a society. In an organization, although the mainstream culture is accepted by most members, it can't include all the cultures in the organization. There are all kinds of small whole in the organization, and they also have their own unique subculture on the premise of recognizing the mainstream culture of the organization. Sub-culture is either a better supplement to the main culture of the organization, or it is contrary to the main culture, or although it is different from the main culture, it is harmless to the organization and may replace the main culture of the organization under certain conditions. (d) According to the effectiveness of the organization, many organizational culture standards are put forward. One reason is that organizational culture is too broad and all-encompassing. It contains a series of complex, interrelated, extensive and unclear elements. When deciding the most important elements, a theoretical framework is needed. This is the purpose of analyzing organizational culture with the framework of opposing values, which comes from experience, has theoretical basis and practical experience, and can integrate cultural elements put forward by other authors. After integrating 39 possible organizational efficiency indicators, the final indicators are divided into four groups. Figure 1 illustrates the relationship between them. These indicators reflect people's evaluation of organizational efficiency. The combination of these four quadrants, in other words, represents the value orientation of making different evaluations. The most obvious feature of the four quadrants is that they represent completely opposite or competing assumptions, and the two ends of each coordinate represent an extreme. This is a four-quadrant with completely opposite diagonals. Tribal organizations show that they attach importance to internal management and are flexible and dynamic. In such an organization, people can enjoy each other and can simply be regarded as a friendly workplace. Temporary institutional organization means that organizations attach importance to external competition and hope to be managed organically. It is characterized by a dynamic, entrepreneurial and creative workplace. Hierarchical organizations attach importance to internal management and all control rights, representing a highly institutionalized and institutionalized workplace. Market-oriented organizations pay more attention to external things and like to control everything. The core values of this organization are competitiveness and productivity, and it is a performance-oriented culture. For them, it is the most important indicator to surpass their competitors and become market-oriented. (5) According to the centralization or decentralization of power, Cartwright and Cooper put forward four cultural types in 1992. The difference between these four organizational cultures lies in whether power is centralized or decentralized, and the political process is centered on key people or functions or people to be completed. 1. The organizational culture of power type is also called dictatorship culture. This organization is led by one person or a very small group. Organizations tend to pay attention to entrepreneurs and pay little attention to the formal structure and working procedures in the organization. With the gradual expansion of organizational scale, the power culture will be difficult to adapt to and begin to fall apart. 2. Role-based organizational culture is also called role-based organizational culture. In such an organization, it doesn't matter who you are or how capable you are. What matters is where you are and who you are close to. There are fixed procedures and rules for doing everything. People like stability, long-term loyalty and some even loyalty. This culture looks safe and stable, but when the organization needs to change, this culture will be greatly impacted. 3. Mission-oriented organizational culture is also called task culture. In this culture, the goal of the team is to complete the set tasks. Members have equal status. There is no leader here. The only boss is the task or the task itself. Some people think that this is one of the most ideal organizational models, but this culture requires fair competition, and when different groups compete for important resources or particularly favorable projects, it is easy to produce vicious political disorder. 4. Personalized organizational culture This is a people-oriented culture that emphasizes equality. This culture is full of creativity and new ideas, allowing everyone to work according to their own interests while maintaining mutually beneficial relations. In such an organization, the organization actually obeys the wishes of the individual, but it is easily influenced by the individual. (VI) According to process standards, some people divide organizational culture into four types based on process standards: 1. Functional organizational culture In the past 100 years, the organizational structure basically belonged to a single functional structure. Its core is institutionalization, emphasizing stability and reliability. Many traditional industries, such as iron and steel enterprises and automobile manufacturing, have strong functional organizations and cultural characteristics. 2. Process-oriented organizational culture In recent years, many large and medium-sized enterprises, in order to eliminate barriers between departments and provide customers with high-quality services and products at the fastest speed, have begun to emphasize cooperation and team spirit among departments, so a customer-oriented process culture that emphasizes team spirit has emerged. Its biggest feature is to maximize customer satisfaction, emphasizing customer satisfaction and stable returns. 3. Organizational Culture Based on Time Since the 1990s, a number of enterprises based on time-based culture have emerged. They are not only satisfied with product quality and customer satisfaction, but also try to bring new products and services to the market as soon as possible. So for institutions, speed is the first, followed by products and services. Its main feature is to emphasize high growth and new market entry. 4. Network organizational culture There is no strict hierarchical relationship within this type of organization. It recognizes the special contribution of individuals and emphasizes serving the same goal in partnership. Its main feature is to distribute power in the form of partners, and its core is to dare to take risks, seize opportunities and pay attention to market development and penetration. (7) According to the research on culture and effectiveness in the distribution of culture, strategy and environment, it is considered that the proper distribution among culture, strategy and environment is related to four types of culture. Thus forming four types of organizational culture, as shown in Figure 2. These four cultures are likely to succeed, but they depend on the needs of external environment and organizational strategy. 1. Adaptive organizational culture or entrepreneurial organizational culture is characterized by paying attention to the external environment by implementing flexible changes that meet the needs of customers. This culture encourages principles and beliefs that support companies to explore, interpret information in the environment and turn it into new responsiveness. Enterprises with this culture not only respond quickly to the environment, but also actively create culture. Reform, creativity and risk-taking are highly praised and encouraged. 2. Mission-oriented organizational culture is suitable for organizations whose external environment pays attention to specific customers and does not need rapid change. The characteristic of mission-oriented culture is that managers establish a common vision and make members work towards a goal. 3. The organizational culture of small groups mainly emphasizes the participation and enjoyment of the members of the organization and the expectation of rapid changes in the external environment. This cultural type emphasizes the dependence of enterprises on employees in order to achieve excellent performance. 4. Bureaucratic organizational culture has an introverted focus and a consistent orientation of a stable environment. It has a culture that supports stylized business operation methods, and following the tradition and corresponding policies and practices is a way to achieve the goal. (8) According to the organizational practice and value of pteridophytes? According to his latitude of organizational culture, Fonts Trompenaars divides organizational culture into four types: family culture, incubator culture, missile culture and Eiffel Tower culture. 1. Family organization culture Family culture may be the oldest culture, which is related to people, not task-oriented. In this culture, the leader of the organization is like the "father" of the organization and has high authority and rights. Organizations tend to learn intuitively rather than rationally, and pay more attention to the development of organizational members rather than making better use of employees. When an organization has a crisis, it is usually not announced to the public, so although the inside of the organization is warm, intimate and friendly, this internal integration is at the expense of poor external adaptability, and they can go bankrupt in mutual hugs and kisses. Countries that belong to this organizational culture type are: Japan, Brazil, Turkey, Pakistan, Spain, Italy and the Philippines. 2. Incubator organizational culture This is a culture that is people-oriented and emphasizes equality. Typical representative is in Silicon Valley. This culture is full of creativity and breeds new ideas. Because of the emphasis on equality, this culture has the simplest organizational structure and the least hierarchy. In this culture, members of the organization share responsibility and seek solutions. 3. Missile organization culture This is an equal and task-oriented culture. In this culture, tasks are usually completed by teams or project teams, but such teams are temporary, and when the tasks are completed, the teams will be dissolved. The work done by members is not predetermined, and when there is a task to be completed, it must be completed. Countries that belong to this type of organizational culture are: the United States, Britain, Norway and Ireland. 4. The organizational culture of the Eiffel Tower is called the Eiffel Tower culture because the organizational structure with this type of culture looks like the Eiffel Tower, with more levels, more employees at the bottom and fewer top staff. Each floor has a clear responsibility for the next floor, so the organizers are very cautious. Any dissatisfaction with the organization can only be reflected to the top managers through certain articles of association and fact investigation. In this cultural organization, members of the organization believe that they need the necessary skills to keep their current positions and need further skills to be promoted. Countries that belong to this organizational culture type are: Germany, France, Scotland, Australia and Canada. (Excerpted from Chapter 2 1 of Management Psychology: Organizational Culture and Its Functions.