Organizational typologies with a focus on authority and intimacy, corporate character and culture, and healthy corporate culture
To begin a logical discussion of typologies related to authority and intimacy, organizational character and culture, and the characteristics of a healthy culture, we must first consider the basic types…
Schein (2010) characterizes organizations in three main categories: compulsive, utilitarian, and normative. Coercive organizations are those whose members are physically held captive by the organization. These would be correctional facilities,…
Typologies of authority and intimacy
Because of the nature of coercive organization, authority is absolute, creating strong countercultures among its citizens who feel they must band together to defend themselves against the absolute authority that…
Although authority is negotiated, in utilitarian organization we find the development of countercultural groups represented by organized unions that defend the interests of employees and protect them from exploitation by…
Authority and intimacy within the normative organization are uniquely different, primarily because they are often voluntary and charitable organizations whose members have chosen to become a part of and are…
Corporate character and culture typologies
Organizational typologies for corporate character and culture revolve around two dimensions: how primary tasks are driven, what is characterized as a personality type, and the type of organizational leadership characterized…
Using the previous correctional facility example, the primary focus dimension would be role-based and the Jungian archetype would be revolutionary. For the religious organization, the type would be supportive with…
Characteristics of a healthy culture
The question remains: What exactly does a healthy culture look like? Schein presents a list of 10 characteristics of a healthy corporate culture derived from a 2006 research study by…
The first category is people. The properties are:
1) The individual's locus of control: internally directed.
2) The nature of an individual's worth: inherent in being human;
3) The power of humanity: subject to universal laws;
4) The complexity of human intelligence: multifaceted;
5) The essence of corporate culture: intelligent; and
6) The nature of diversity: differences in thinking.
The second category were places:
7) The natural environment: The center of existence. The last category was things:
8) The central paradigm of the organization: principle-centered in word and spirit;
9) The nature of company values: a real commitment;
10) External image: authentic;
11) The type of organization: one unit;
12) Core purpose: responsible provision of goods and services;
13) Relationship between workforce and organization: member/citizen;
14) External stakeholder relationship: to be respected;
15) Relationship between organization and business environment: aligned;
16) Bad news and whistleblowing: a threat;
17) decision-making: moral;
18) Responsibility for learning and development: localized;
19) communication: open;
20) How best results are achieved: altruism;
21) Response speed to customer requirements: high;
22) The service provider: all employees; and
23) Emotional expression: being encouraged.
references
Daft RL, Marcic D (2011). Understanding Management 7th edition. Southwestern Cengage Learning. Mason, OH 45040.
McShane, SL, Von Glinow, MA (2012). organizational behavior. McGraw-Hill Irwin, New York, NY 10020.
Schein, EH (2010). organizational culture and leadership. John Wiley & Sons, Inc. 989 Market Street, San Francisco, CA 94103-1741.
Thanks to Diana D Williams | #Leadership #organizational #typologies