Theories and Models of Organisational Culture

This presentation discusses the various theories and models of organisational culture, including Handy's theory and Schein's model. It explores the importance of maintaining a healthy and positive organisational culture to keep employees motivated and engaged. Case studies of Tesco, QBIC Hotel, and British Airways are provided to illustrate how different organisations apply these theories. The presentation concludes with the significance of selecting the right organisational culture based on the nature of the business.

People and
Organisations

Introduction
In the present scenario, to give due consideration on the employees is highly
for organisations so as to keep them highly motivated. In today’s competitive era,
employees have a lot of options to switch over to other firms in case if they are not
satisfied with the working culture of present organisation. Therefore, it is significant
for a firm to maintain a healthy and positive organisational culture so that employees
would stay with the firm for longer span of time and contribute in attaining its set
targets.

Theories and models appropriate to
organisation culture
 According to Handy’s theory of organisational culture, there are
mainly four cultures which are:
o Power
o Role
o Task
o Person

Cont.…
Edgar Schein has proposed the model of organisational culture
where three levels are stated on which the culture to be followed by the
firm depends. These level are:
1. Artifacts and symbols
2. Espoused values
3. Basic underlying assumptions

Findings from each organisation
TESCO
 Mission of Tesco is that they make what matters better as well as together.
 Vision of company is to become the highly valued business in the coming future
through serving customers with superior quality products.
 Main aim of Tesco is to be a growing business with full of opportunities.
 Objectives are to be a firm with modern, innovative and creative ideas as well as
gaining the trust, loyalty and commitment of stakeholders.

Cont.…
QBIC HOTEL
 Hotel’s aim is to attain good profits so that its scope can be increased.
 Objective of hotel is to serve customers with high quality services.
 Mission of Qbic hotel is to offer services to customers in such a way that they can
be retained in the long run.
 Vision of hotel is to become one of the leading organisations in hospitality sector.

Cont.…
BRITISH AIRWAYS
 Mission is to become one destination with ensuring that customers are flying
confidently, that is, with having trust on the firm.
 However, the vision of firm is to become the best and favourite airline in the world.
 Major aim of BA is to have the largest fleet size in comparison to all other
competitor firms.
 Objective possessed by the firm is to keep all stakeholders highly satisfied.

Way in which organisational theory fits
with the firm
 Power culture – Followed in Qbic Hotel
 Task culture – Followed in Tesco (in situation of high workload)
 Role culture – Followed in Tesco
 Person culture – Followed in British Airways (BA)

Reasons behind using different theories
in distinct organisations
 Depending on the nature of business, different theories are used in distinct organisations.
 Major reason behind the same is employee’s attitude, behaviour and beliefs towards
organisation.
 As per the values of possessed by workforce, different theories are applied in the firm.
 Also, if a business demands work to be completed within short period of time, strict and
rigid organisational culture will be required.
 Similarly, in case if employees feel stressed, flexible working culture need to be
followed by the firm.

Conclusion
It can be concluded that to keep the morale of people high in an
organisation, firms need to maintain the organisational culture in such a way that
employees would stay in the firm for longer span of time and contribute in the
success of business by attaining all set target within stipulated time period. Also, it
has been assessed that with the help of making proper selection of the type of culture
depending on the nature of business, positive response of employees towards the
same can be gained.

References
 Griffin, R. and Moorhead, G., 2011. Organizational behavior. Nelson Education.
 Stanford, N., 2010. Organisation Culture: getting it right. The Economist.
 Usha, T. and Rasmi, T., 2013. Impact of organisation culture on employee retention at
Jaypee Cement Plant Rewa (MP). Indian Jour. of Management and Indian Business
Studies. 1(1). pp.1-12.
 Stone, R. J., 2013. Managing human resources. John Wiley and Sons.
 Suppiah, V. and Singh Sandhu, M., 2011. Organisational culture's influence on tacit
knowledge-sharing behaviour. Journal of knowledge management. 15(3). pp.462-477.

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