Organizational Culture: Types, Analysis, and Impact Essay

This essay provides an in-depth analysis of organizational culture, exploring various types prevalent in organizations. It begins by defining organizational culture and its significance, referencing research by Schein (2010). The essay then delves into different cultural types, including process culture, macho/tough-guy culture, hierarchy/control culture, collaborate/clan culture, positive organizational culture, and adhocracy/create organizational culture. Each type is characterized by its unique attributes, such as rules, feedback mechanisms, and leadership styles. The essay examines the impact of each culture on employee behavior and organizational performance, drawing on research from Huczynski and Buchanan (2010), Zheng, Yang, and McLean (2010), Naranjo-Valencia, Jiménez-Jiménez, and Sanz-Valle (2011), Acar, Kıyak, and Sine (2014), and Tharp (2009). The conclusion emphasizes the importance of aligning organizational culture with individual values to achieve common goals and objectives.

Running head: ORGANIZATIONAL CULTURE
Organizational culture
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Introduction
Organizational culture is an important part for the success of all organizations as it matches
individuals to organizations. Employees have to match with the culture that has been existing
in the organization for the achievement of organizational objectives. According to research
conducted by Schein (2010) shows that organizational culture refers to the organization’s
personality in the field of organizational studies and management which describes the values,
norms, beliefs, assumptions, experiences, attitudes and psychology between the personal and
organizational cultural values. Being aware of the culture of an organization at all
management levels is significant as it enables employees to understand how to conduct
themselves in the organization. Therefore, the objective of the paper is to describe the
different types of cultures prevalent in organizations.
Analysis
To a large extent, an organization’s work culture is determined by the formal components of
the culture of the organization. Research conducted by Huczynski and Buchanan (2010)
indicates that in the formal or informal culture, regulations, rules, accountability,
responsibilities and roles are all part of an organization’s culture. The aspects set up the
organization’s expectations on employees and indicates the consequences of not meeting the
expectations. On the other hand, informal organizational culture is characterized by
assumptions, beliefs, specific and non-specific manifestation of shared values that are either
tangible or intangible. Informal organizational culture consists of values that are highlighted
in most organizational cultures including stories, rites, ceremonies, symbols and artefacts.
The process culture is mostly prevalent in companies which lack feedback and is generally
not regarded a good culture. In the Process culture, employees are completely obsessed with
the process of doing things thus resulting to a loss of focus on the organization’s objectives

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and goals. In their research, Zheng, Yang and McLean (2010) found out that the process
culture is overly cautious and obsessed to following the law rather than opposing the law
hence being a synonym for bureaucracy. However, the process culture bears consistent results
that make it good for organizations serving in the public sector.
The macho/tough-guy organizational culture is characterized by high rewards and quick
feedback. The speed in which activities are conducted may be exhausting at times although
the reward for the actions is experienced really fast. From an organizational viewpoint, the
macho/tough-guy organizational culture is often associated with quick financial activities
such as brokerage and currency trading. The culture can be effectively applied on a specific
athlete in a sports team or in organizations such as the police force. However, the
macho/tough-guy organizational culture can be stressful and therefore requires positive
mentality to succeed and thrive.
The hierarchy or control culture is formal and highly structured, involving procedures and
rules that govern the behavior of employees. Leaders strive to be good organizers and
coordinators who are focused on the achievement of organizational efficiency to maintain a
smooth flow of activities. In their research on “Innovation or imitation? The role of
organizational culture” Naranjo-Valencia, Jiménez-Jiménez and Sanz-Valle (2011) believe
that formal policies hold the group together in the hierarchy organizational culture while
efficiency of operations, performance and stability are the organization’s long-term goals.
Success is reflected by smooth scheduling of activities, low costs, dependable delivery,
predictability and security.
Acar, Kıyak and Sine (2014) believe that collaborate/clan organizational culture is a
friendly and open place for teamwork and offers a platform on which employees are able to
share a lot about themselves. The type of culture is likened to an extended family whereby
the leaders are considered as parental figures and mentors. In the collaborate culture, sense of

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tradition and group loyalty are strong. Generally, the importance of team cohesion and human
resource management importance are highly emphasized. In addition, there is great concern
for the employees whereby organizations place premiums on consensus, participation and
teamwork.
The positive organizational culture incorporates various organizational cultures such as
consensual culture and human relations culture that capitalize on the strengths of employees
and focused on discovering, building and sharing individual employee strengths. The culture
increases satisfaction, thus resulting in lower intentions of employees to quit their jobs.
Further research by Zheng, Yang and McLean (2010) on “Linking organizational culture,
structure, strategy, and organizational effectiveness: Mediating role of knowledge
management” established that a positive organizational culture is characterized by more
rewards than punishments. Additionally, the positive organizational culture praises and offers
rewards to the employees who have been caught doing their duties as expected.
Adhocracy/create organizational culture is a creative, entrepreneurial and dynamic place
to work. According to research conducted by Tharp (2009) adhocracy/create culture
embraces risk taking and innovation by the leaders and employees. In addition, thinking
differently and a commitment to experimentation lead to unity in the organization.
Furthermore, the long term emphasis is focused on acquiring new resources and growth.
Moreover, success is reflected by the acquisition of new and unique services and products.
Individual initiatives, freedom and leading in the industry are also encouraged.
Conclusion
The culture of an organization is generally defined by success definitions, routines and
procedures, the language symbols, styles of leadership and styles of management. In addition,
subunits like teams, product groups and functional departments may reflect their own unique
cultures in an organization. An organization’s behavior and performance is influenced by the

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type of culture prevalent in an organization as it defines “the way of doing things” in the
organizational activities. It is therefore important to establish a match between the
organizational culture and individual values since a “shared purpose or meaning” culture
results in actions that assist organizations in the achievement of common goals and
objectives.

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References
Acar, P., Kıyak, M., & Sine, B. (2014). The relationship between organizational culture and
mobbing: An application on construction companies. Journal of Workplace
Behavioral Health, 29(4), 281-298.
Huczynski, A., & Buchanan, D. A. (2010). Organizational behaviour. Harlow, UK: Financial
Times Prentice Hall.
Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or
imitation? The role of organizational culture. Management Decision, 49(1), 55-72.
Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Tharp, B. M. (2009). Four organizational culture types. Hawort Organizational Culture
White Paper.
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure,
strategy, and organizational effectiveness: Mediating role of knowledge management.
Journal of Business research, 63(7), 763-771.
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure,
strategy, and organizational effectiveness: Mediating role of knowledge management.
Journal of Business research, 63(7), 763-771.