Organizational Culture and Behavior

Business Organization Culture
and Behavior

Questions
A) The organizational culture of Alphabet games
Charles Handy, a leading authority on organizational culture, defined four different kinds of
culture: Power, Role, Task and Person.
Power Culture
In an organization with a power culture, power is held only by tjust a few individuals whose
influence spreads throughout the organization. There are hardly any principles and guidelines in
a culture of strength. That's what happens to people with power. Manufacturers are largely
determined by what they do rather than how they do things or how they behave. The results of
this can be very exciting, regardless of whether or not these choices are in the best interest of the
company. A culture of strength is usually strong, but it can change quickly. The failure of Enron,
Lehman Brothers and RBS has consistently given a strong culture of strength.
Role Culture
Associations with a work culture depend on the rules. They have great control, with everyone in
society understanding their roles and responsibilities. A force in a work culture depends on the
position of a person (part) in the authoritative structure.
Task Culture
Assigning cultural structures when groups in society are designed to address specific issues or
progress initiatives. The important thing is to assign, so the power within the organization
constantly shifts based on the mix of colleagues and the state of the case or company.
Person Culture
In associations with individual societies, many see them as unique and superior to society. The
association is essentially there with the ultimate goal that people have to work for. A company
with a distinct culture is truly the range of people who work for a similar company.
The organizational culture of AG lies under Power culture as it stated in the case study that
“Whilst the company is still managed and driven by the original founders”, this means AG
follows Power culture.