Analysis Model of organizational Culture

Running head: BUSINESS ORGANIZATION
Business Organization
Name of the Student:
Name of the University:
Author Note:

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Executive Summary:
The report is a discussion of the business organization in terms of organizational cultures. The
report discusses about the various models used in explaining the various kinds of the
organizational culture. There is also portrayal of the success factors of the analysis model of
organizational culture and the importance they hold towards the organization. The report also
puts forward the comparison and assessment of the organizational culture between the desired
and the existing situation thereby representing a well-organized and useful tool that supported
organizational development and helped in the achievement of a sustainable performance.

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Table of Contents
Introduction:....................................................................................................................................3
Organizational Culture Analysis Model..........................................................................................3
1. Model of Competing Values....................................................................................................3
Success Factors and Importance to Organizations.......................................................................5
2. Human Synergistics Model......................................................................................................5
Success Factors and Importance to Organizations.......................................................................7
3. Denison Model.........................................................................................................................7
Success Factors and Importance to Organizations.......................................................................8
Conclusion:....................................................................................................................................11
References:....................................................................................................................................12

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Introduction:
The report aims at providing an overview of business organization in the context of
various organizational cultures. There is discussion about various models that helps in explaining
the different types of organizational culture. The report also puts forward the critical success
factors of the organizational culture analysis model and their importance to the organization. The
assessment and comparison of the organizational culture between desired situation and existing
one represents an efficient and useful tool for supporting the organizational development and
achieving the sustainable performance.
Organizational Culture Analysis Model
1. Model of Competing Values
The researchers J. Rohrbaugh and R. E. Quinn initially put forward the model in the year
1983 that was later adapted by R. E. Quinn and K. Cameron in the year 1999 with an emphasis
on the complicated nature of culture within an organization depending on the internal, external,
stable and the flexible structure(Quinn et al. 2014). Therefore, the model came to be known as
the Focus model. The model represented in two dimensions with the help of four quadrants that
helps in guiding the organizational objectives based on the integration of the external and
internal environment. Each quadrant in the figure represented below highlighted by certain key
features.

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Figure1: Representation of Organizational Culture via Competing Values Model
Source: (Cameron et al. 2014)
The upper quadrant to the left, known as human relations model is characterized by
internal control and flexibility. Here the emphasis here is on the idea of morals and cohesion.
The upper quadrant in the right also referred as open systems model and characterized
by external focus and flexibility. Therefore, the adaptive adhocracy puts emphasis on creativity,
development, adaptation, acquisition of the external resources along with external support.
The lower quadrant to the right also known as rational target model undergoes
characterized by the external focus and the predictability. Based on the scenario, the adaptation
of the organization towards the market is focused on the productivity, competitiveness, clear
objectives, efficiency and the achievement of the goals.

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The lower quadrant to the left also referred as the model of the internal process or
hierarchical culture characterized by the internal focus and the predictability. Here there is an
increased emphasis on the documentation, stability, information management, centralization,
routine, control and continuity.
Success Factors and Importance to Organizations
Thus, each of the quadrants possesses certain features from which the company can make
a choice and effectively function. However, none of the quadrants representing clan, hierarchy,
adhocracy and competition better compared to the others just as no culture is defined better in
comparison to the others (Lavine 2014). However, there might be situations when some cultures
are more appropriate in certain contexts. Then secret to using culture for improving the
performance of the company lies in adapting to the certain components for achieving the
objectives of the organization. It is often seen, most organizations are not characterized by
culture of a single type. They however develop a dominant culture their adaptation and response
to the changes and the challenges. The companies considered balanced when they are able in
meeting the criteria of the four quadrants. In such cases, the leaders possess the ability of
balancing conflicting requirements thereby putting forward suggestions that implies that higher
performance necessitates simultaneous mastery of the paradoxical and contradictory capacities.
2. Human Synergistics Model
The model puts forward a graphical representation of integrated conceptual model also
known as the circumplex. The model based on several management and psychological theories,
also known as the Circumplex Model (Sprenkle, Olson and Russell 2014). This model helps in
measuring twelve attitude and styles of leader along with the organization as a whole. These

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attitudes includes, humanist, affiliation, results, self development, approving, conventional,
avoidance, subordination, opposition, competitive, power and perfectionist.
Figure 2: Human Synergistics Model for Assessment of Organizational Culture
Source: (Gollan and Witte 2014)
The Circumplex Model acts as an instrument for measuring the behavior and the attitudes
adopted by the organization. The model acts on the premise that any particular behavior of the
organization is acceptable for a particular situation thereby denouncing the inadequacy and ina
appropriateness of the attitude. The styles presented divided into the three main categories within
circumplex (Madrid and Patterson 2014). The categories of styles include constructive styles,
passive defensive styles and the aggressive defensive style represented by blue, green and red
respectively in the figures represented above.

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Success Factors and Importance to Organizations
According to the model, in constructive cultures, achievement of the set task leads to
the achievement of the personal satisfaction. There is a balance created between the independent
thinking, consensus, teamwork and the initiative taken. Individuals appreciates inter human
relationships since they are not only open but also constructive between them. However, in the
passive defensive cultures the behavior of the individual characterized by need for the security
and the minimum pre disposition towards the risk (Barrett and Russell 2014). Here, the
individuals act in a manner so that they do not injure the behavior of others thereby avoiding any
kind of the interpersonal conflict. The procedures, orders and rules remained fulfilled without
any question. Such controlled environments leads to well defining the positions with intense
supervision. However, managers do not emphasize the good result but also do not miss
opportunities of putting forward the negative aspect of employees within organization. The
aggressive defensive cultures however emphasize the defensive behavior of the individuals that
shows the requirement for maintaining a hierarchical position within the organization thereby
reaching the call for security through the aggressive approach of assigned task (Chaudhry et al.
2016)
Therefore, the type of culture measured with the help of the instrument possesses a direct
impact on the activity of the employees and on the operation of the company. They even remain
linked to motivation, staff satisfaction, quality of services and products, motivation, teamwork
along with the criteria for the organizational efficiency.
3. Denison Model
This model of the organizational culture ensures describing an organizational behavior
theory that emphasizes the existence of strong link amongst the culture and the performance

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(Hosseini 2014). The cultural dimensions of the model include involvement, consistency,
adaptability and mission. The dimensions have their own features.
Figure: Dennison Model for Assessment of Organizational Culture
Source: (Hosseini 2014)
Success Factors and Importance to Organizations
The success factors and the importance to the organizations include:
Involvement: This dimension implies that effective organizations not only empowers
employees but also counts their teamwork and help in developing human skills at the
organizational level (Ahmady, Nikooravesh and Mehrpour 2016). There is active involvement of
the top managers, employees and the executives while performing a particular work and they
also feel consider them part of the organization. There is an influence of the organizational
members on the decisions where they feel it will affect their work and performance of the task
leads to fulfillment of set objectives.

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The features of this dimension include:
 Orientation towards the teamwork: This is when an organization counts on the
efforts of the team.
 Empowerment: When the employees posseses the authority, ability and initiative
for managing own work
 Development of Skills: This is when the organization invest in skill development
of employees
Consistency: This dimension helps in defining the elements and values that acts as the
base for a stronger culture of the organizations. Effectiveness of organizations exists because of
the integration, well coordination, coherence and strong cultures. According to this dimension,
the behavior of the employees depends on well-defined value set and leaders possess the
necessary skills required for reaching an agreement even when there are different viewpoints
(Kokina and Ostrovska 2014). Consistency leads to the creation of strong culture based on the
values, symbols and beliefs supported and understood by the staffs. It also defines a powerful
internal integration and stability that results from the mindset that are common to the
organizational members from a higher degree of compliance.
The distinctive features include:
 Core Value: This represents the common value sets
 Consensus: This represents both the general consensus and ability of reconciling the
differences that takes place

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 Integration and Coordination: This put forward the fact that although organizations
have different members but they work together for achievement of the common goals
organizational objectives.
Adaptability: This dimension helps in transforming requirements of external business
environment into necessary action. The irony however lies in the fact that well integrated
organizations faces the most difficulty in undergoing change (Abdullah et al. 2014). Adaptable
organizations represent those that take necessary risks, learn from the mistakes and possess the
experience and the ability in creating the change. They however depend on the continuous
change of systems thereby leading to enhanced skills of the group for providing value to the
customers.
The characteristics of adaptability include:
• Creation of change: This represents the ability of perceiving and meeting
requirements of external environment via change
• Orientation of customer: This represents that fact that organization responds and
understands the needs of the customers and anticipates the futuristic needs. This
feature help in reflecting the degree towards which an organization expresses its
concern with the customer satisfaction
• Organizational Learning: This put forward the fact that the organization receive,
decode and interpret signals from external environment thereby transforming them
into necessary opportunities for encouraging the skill development, innovation and
information collection

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Mission: This dimension helps in defining long-term direction for an organization. The
thriving organizations not only possess a defined purpose but also have the direction that defines
the strategic and organizational and objectives for portraying the vision of the company in the
future(Ahmady, Nikooravesh and Mehrpour 2016). The mission of the company is a reflection of
the clear direction for the members and the company.
The characteristics of this particular dimension include:
• Strategic Direction: This represents a clear strategy of the organization that
provides a direction and meaning to the employees.
• Objectives and Aims: This put forward the fact that the management decides
upon realistic and ambitious goal that are measurable
• Vision: This represents the vision of a long term that helps in the creation of
motivation and excitement amongst the employees not affected by the objectives
related to the short term.
Conclusion:
To conclude, one can say that the three models represent the preliminary point of
assessing the organizational culture at the enterprise level. From the report, one can find that The
Focus Model represents general model for the promotion of the successful management,
improvement in the efficiency of the organization and creation of the organizational value. The
Human Synergistics Model however catches the attitude of the organizational members based on
the security, satisfaction and the kind of culture prevailing in the organization. However, the
model does not explain ability of the organization adaptable and flexible for coping with rapid
changes and the external environment. The Denison Model discussed in the report however

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highlights both the internal integration of employees and process of external adaptation. The
analysis of the organizational culture represents a process that is complex and must consider the
cultural dimensions at the company level.

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References:
Abdullah, N.H., Shamsuddin, A., Wahab, E. and Hamid, N.A.A., 2014. The relationship between
organizational culture and product innovativeness. Procedia-Social and Behavioral
Sciences, 129, pp.140-147.
Ahmady, G.A., Nikooravesh, A. and Mehrpour, M., 2016. Effect of organizational culture on
knowledge management based on Denison model. Procedia-Social and Behavioral
Sciences, 230, pp.387-395.
Barrett, L.F. and Russell, J.A. eds., 2014. The psychological construction of emotion. Guilford
Publications.
Cameron, K.S., Quinn, R.E., DeGraff, J. and Thakor, A.V., 2014. Competing values leadership.
Edward Elgar Publishing.
Chaudhry, A., Yuan, L., Hu, J. and Cooke, R.A., 2016. What matters more? The impact of
industry and organizational factors on organizational culture. Management Decision, 54(3),
pp.570-588.
Gollan, T. and Witte, E.H., 2014. From the interindividual to the intraindividual level: Is the
circumplex model of values applicable to intraindividual value profiles?. Journal of Cross-
Cultural Psychology, 45(3), pp.452-467.
Hosseini, S.A., 2014. Components of organizational culture based on Denison model. Kuwait
Chapter of the Arabian Journal of Business and Management Review, 3(12A), p.31.

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Kokina, I. and Ostrovska, I., 2014. The analysis of organizational culture with the denison model
(the case study of Latvian municipality). European Scientific Journal, ESJ, 9(10).
Lavine, M., 2014. Paradoxical leadership and the competing values framework. The Journal of
Applied Behavioral Science, 50(2), pp.189-205.
Madrid, H.P. and Patterson, M.G., 2014. Measuring affect at work based on the valence and
arousal circumplex model. The Spanish journal of psychology, 17.
Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a
master manager: A competing values approach. John Wiley & Sons.
Sprenkle, D.H., Olson, D. and Russell, C.S., 2014. Circumplex model: Systemic assessment and
treatment of families. Routledge.