Organisation Culture

Visible Aspects

The visible aspects of culture in a business is what everyone can see when they enter a business. For example, the way people dress and behave, and the layout and condition of the room are all visible aspects of a business.

In the Co-operative, the staff all wear the same uniform, a Co-operative top and smart trousers and shoes. This helps customers recognise the staff and also gives the Co-op a professional look. If the staff at the Co-op didn't wear uniform, it would be hard for customers to differentiate between staff and other customers. It would also show that the co-operative lacks professionalism and lacks quality. This is one visible aspect of the culture at the Co-operative and shows what the culture is like in the business.

The staff are also expected to work in a professional manner. This shows the customer that the Co-operative maintains a high level of service and sells high quality products. If staff didn't act in a professional manner, then customers might doubt the level of service that they receive from the Co-op. This is another visible aspect of the culture at the Co-operative.

The layout of the shop is also another visible aspect of the culture at the co-op. The shop is organised in a specific way to help staff and customers navigate themselves around the shop effectively. This shows customers and employees that the culture at the Co-op is organised. This shows that the culture at the Co-op is organised. If the layout was bad, it would show that the Co-ops culture isn't organised.

Another visible aspect of culture at the Co-operative is how clean and tidy the shop is. The shop is kept clean and tidy at all times. This shows customers that the Co-operative is high standard and sells high quality stock. If the shop was untidy or unclean, then customers would doubt the quality of the products. This would also show that the Co-operatives culture isn't to a high standard.

Handy's 4 Types of Culture

Power Culture:

A power culture consists of one or more central figures who have all the power and make all the decisions. Because of this, decisions are made fast and other employees are told what to do. There isn't many rules and systems in place because the staff do what they're told, when they're told. Communication is minimal and instructions are passed down to employees. (Naoum, 2001)


An example of a business using Power Culture is a Family run news agents. The employees are told what to do and dont necesserily work to a specific job description, inctead they do what they are told, when they are told. Communication is very much one way as employees have very little input into the decision making and are rarely given the chance to make their own deicisions. This means that the owner of the small family run business makes all the decisions, this means things can be done quickly and how they like it.

Role Culture:

A role culture is usually used in bureaucratic organisations where employees work to a specific job description. Power is more spread out throughout the business and is based on level in hierarchy. There are also possibilities to progress up the hierarchy. In businesses with a role culture, work is often decided to abide by rules and regulations. (Martin and Fellenz, 2010)

An example of a business using Role Culture is Sainsburys. In Sainsburys, there is an obvious hierarchy and employees work to a job description. There are rules and regulations that often influences the tasks they carry out, such as making temperature checks and checking use by dates on products.

Task Culture:

A task culture is usually found in project based businesses. They rely on teamwork from various different teams, often from different businesses with different skills. They all work together on a task and they all focus on the task to get it completed instead of focusing on an individual. (Martin and Fellenz, 2010)

An example of a business using Task Culture would be a housing developer. They employ various different teams of people with various different skills. They all work towards completing the task (Completing the houses). There isn't much of a hierarchy as each team has different tasks to do and carry different responsibilities.

Person Culture:

A person culture is usually found in very small businesses with only a few employees. These businesses usually exist to serve the interest of those within it. In a business which has a person culture, there is no hierarchy as the business revolves around the individuals inside the business. (Naoum, 2001)

An example of a business using Person Culture would be an architect firm. The firm exists to serve the interests of the architects inside the firm. There is no hierarchical structure and the business revolves around the architects.

Possible Problems of Handy's 4 Types of Culture

Not all businesses will fit into one of Handy's 4 culture types. Every business has a different structure as to how they run their business, some businesses might have a mix of two or more of Handy's types of culture. This shows that Handy's 4 culture types doesn't fit every business as every business has a unique organisational structure and culture that it adopts.

Conclusion

Visible aspects of a business can strongly show visitors how the business is run and can also clearly show the culture it adopts.

Although Handy's 4 types of culture can fit many businesses into one of its four types of culture, not every business will fit into one of the four. Some businesses may have aspects of more than one of the four types of culture. This means that not every business will fit into Handys 4 types of culture.

Bibliography

Martin, J. and Fellenz, M. (2010) Organizational Behavior and Management. 4th ed.

Naoum, S. (2001) People and Organizational Management in Construction. illustrated ed.

Leadership

Differences Between Management and Leadership

Management and leadership are two completely different roles in a business. They undertake different takes and go about them in different ways. These are explained below:

Management	Leadership
Plan:Managers plan what the company should do and what course to take to make it successful. If the managers did not plan what the business was going to do, it would not work as effectively and would be more likely to fail as a plan is crucial.	Motivate: Leaders motivate the staff. This makes them work harder and enjoy what they're doing. If leaders did not motivate staff, then the overall productivity of the business will be reduced.
Control: Managers control their staff and make them work efficiently and effectively to achieve what they want them to do. If the managers didn't control what the staff tasks are, then the staff may not know what they're doing and tasks might get missed out.	Generate ideas: Leaders generate ideas that the business can benefit from. This allows the business to progress and become more successful. If leaders did not generate any ideas, then the business might not progress and may not be as successful as it could be.
Co-ordinate: Managers co-ordinate their staff to make sure everything runs smoothly, efficiently and effectively. If managers did not co-ordinate their staff, then their staff would not be organised, they might complete a task twice or even miss it completely.	Enthuse and Inspire: Leaders enthuse and inspire the staff to work hard at their job. Similar to motivation, it persuades the staff to work hard and makes them want to complete their tasks quickly and to a high standard.
Implement policy: Managers implement policy and make sure everything is being done correctly and nothing is getting missed out or overlooked.

(Adeniyi, 2007)

Managers focus on the business. They don't interact as much with the staff and have a low level of involvment with the day to day running of the business. Managers implement all the rules and regulations and make sure that all policies are being abided by. (Singla, 1993)

On the other hand, leaders are more people orientated and work more with the staff to increase the businesses productivity and efficiency. They focus all their attention on the staff and making sure they are working to the best of their abilities. Leaders are more personal with the staff, they communicate a lot more and encourage them to work hard. (Singla, 1993)

The Co-operative Leaders

There are several team leaders at the Co-operative where I work and they all have a dominant leadership style. This changes the way they work and the way they undertake the tasks they are given and delegate tasks out to their subordinates. (Adeniyi, 2007)

One leader at the Co-operative, Theresa, motivates staff to work efficiently and complete tasks quickly and then move onto the next task. She sets the pace and makes sure that all staff members have something to do and are working to the best of their ability. She was an effective leader because she managed her staff well and completed all the tasks quickly and efficiently by motivating the staff to work hard. Theresa fits in with Goleman's 6 leadership styles and her most dominant leadership style is 'Pace Setter'; someone who is always pushing to accomplish tasks. Although Theresas dominant leadership style is as a 'Pace Setter', she has the ability to adapt between leadership styles to get the most of her staff. (Ward, 1999)

Another team leader at the Co-operative, Lucy, she fits in with Goleman's 6 leadership styles. Lucys msot dominant leadership style is the 'Affiliative' leadership style. She makes the staff work together in teams to complete the tasks that need to be completed. She creates harmony at work by getting people to work together. She was an effective leader because she persuaded people to work together. This enabled them to complete tasks faster by working in teams. (Ward, 1999)

Another leader at the Co-operative is Mary. Mary liked to develop peoples skills by teaching them on the job. Enabling the staff to complete more tasks and using different techniques, complete them more efficiently. She was an effective leader because she developed peoples skills and enabled them to complete more tasks more efficiently and effectively. Marys most dominant leadership style is the 'Coaching' leadership style of Goleman's 6 leadership styles as she develops her staff. Mary can also adapt her leadership style to fit in with the situation shes given. (Ward, 1999)

Managers and leaders are both important roles that are essential to the running of a business. They undertake different sets of essential tasks and roles that without, a business would find it difficult to become successful.
Leaders can take different approaches and styles as to the way they lead their staff, all 6 of Goleman's leadership styles are effective and aim to get the best out of their resources and staff.


Bibliography

Adeniyi, M.A. (2007) Effective Leadership Management: An Integration of Styles, Skills & Character for Today's Ceos.

Singla, R.K. (1993) Business Management.

Ward, M. (1999) 50 Essential Management Techniques. reprint ed.