The Four Types Of Organizational Culture

Organizational culture

In the past decade much attention was given to study organizational culture as it has proven to have effected on performance and success of organization. Organizational culture has been considered as one of the components in success of an organization, as it affects all the functions of an organization. The concept of culture has been defined differently by each scholar (Schein, 1990). Most of the researchers state that organizational culture is a set of values, norms, assumptions, beliefs and understanding that are shared by the member of the organization and is taught to the new member of the organization.

Schein defines culture as “a pattern of basic assumptions - invented, discovered, or developed by a given group

Researcher has identified and proposed different typologies of culture. Hofstede (1990) has identified six dimensions of practices for organizational culture that are process oriented versus results oriented, employee oriented versus job oriented, parochial versus professional, open system versus closed system, loose versus tight control, normative versus pragmatic. Denison(2000) has also conceptualized organizational culture in four dimensions, involvement, consistency, adaptability, and shared mission.( cited by Nasrin, Abdol , Ali (2011). Suh (1986) has also proposed four types of organizational cultures, on the base of competing model, which are affiliation culture, progressive culture, maintenance culture and rationality culture. (cited in An , Yom, Ruggiero, 2010) Another model based on the competing model frame was proposed by Quin and Cameron (1983). They proposed four types of cultures: clan, adhocracy, and hierarchy and market culture (cited by Shurbagi 2014). Recardo and Jolly (1996) have identified eight dimensions of corporate culture relevant to corporate excellence: communication, training and development, rewards, effective decision making, risk taking for creativity and innovation, proactive planning, teamwork and fairness and consistency in management practices. Zeitz (1997) established a ten dimension of organization culture which was later deducted into five dimensions by Caremli (2004), the

Studies has also found that there is a positive and significant relation between organizational culture and organizational commitment (Shrestha, Adhikary and Shrestha, 2009), Ch,Zaihab, Maqsood and Sana (2013), (Shurbagi, 2014.)

A study conducted in Nepali commercial banks has found that organizational culture is positively related to organizational commitment. It also found those employees who perceive high degree of awareness of organizational culture are more positively and are more committed. The study also found that innovation is dominant dimension and is related with improving relation of employee to organizational commitment. (Shrestha, Adhikary and Shrestha, 2009), a study in a semiconductor company by Boon and Arumugam (2006) has found a different dimension that is communication as a dominate dimension and it is strongly related with employee’s organizational commitment. It also states that in order to maintain a high level of organizational commitment among the staff there is a need to monitor the organizational culture and to evolve is and to evolve between management