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Charles Handy's model of organisational culture. 

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Charles Handy's model of organisational culture. 

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Watch the video, identify the four classes of culture within this model and the key features including the organisational structure.
Work in your group to then gather the information for the points that follow.

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Handy's Model of Organisational Culture - Explained

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In your groups explain the key features of the classes and the organisational structure associated with it. 

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Power

Driven from the top who makes all decisions and radiates to others. Less bureaucracy and easier to make decisions

Role
Delegated roles, power driven from the position. Lots of bureaucracy, long time to make decisions

Task

Teams formed to address specific challenges Power moves to those with the expertise not from a single source

Person

People who deems they are superior to the business. Seen in accountancy and lawyers

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What are the benefits and drawbacks of each of the classes of culture identified by Handy? 

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Power - Benefit no chain of command and quick decisions, Drawback no sense check to decisions or diverse input/de-motivated workforce.

Role - Clear delegation,clear roles and responsibilities. Drawback - red tape, slow decision making process

Task - Decisions made by people with specific knowledge, Drawback - Accountability/conflict of interest

Person - Similar to power with one person making all decisions , Drawback no diversity in decisions or expertise called on

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How successful will leading change be in each of the cultures identified? Ensure that you justify your reasons for each of the classes of culture.  

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How successful will leading change be in each of the cultures identified? Ensure that you justify your reasons for each of the classes of culture.  

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Power - Driven top down so if no desire to change from top then change unlikely succeed. Change less likely to be explained and rational.

Role - Change is being led from those in structure possibly delivered vertically without cascading to all. Slow process, could get stopped more easily.

Task - Delivered best placed person in business in that field, likely to have greater knowledge of need for change and cascaded clearly

Person - Poor comms, self indulgent. Need for change may not be so apparent and less able to change.