Harrison Typology
Harrison: Typologies of Organisational Culture
These are rough, lecture note summaries only
Handy reporting the work of Harrison, suggests that organisations can be classified under four cultures:
POWER CULTURE
Many small enterprises and large conglomerates such display the characteristics of a centralised power culture. Even Mintzberg recognises this in his account of a divisionalised structure.
This model is very like Weber 's Charismatic organisation. It is like a web with a ruling spider. Those in the web are dependent on a central power source.
Rays of power and influence spread out from a central figure or group. There may be a specialist or functional structure but central control is exercised largely through appointing, loyal key individuals and interventionist behaviour from centre.whim and personal influence rather than on procedures or purely logical factors. This is not to say that the whim is autocratic or authoritarian - although it be is authoritative.
Effectiveness is judged on results and sometimes for the central figure, perhaps the ends sometimes justify their means. • ADVANTAGES and DISADVANTAGES Such organisations can be strong, proud and dynamic, react quickly to external demands. However power cultures may suffer from staff disaffection. People in the middle layers may feel they have insufficient scope. The interventionist pressure and constant need to refer to centre may create dysfunctional competition and jostling for the support of the boss The organisation is dependent on the ability and judgement of the central power - if weak then the organisation will struggle. As the power organisation grows, the centrist culture breaks down if it becomes impossible for the centre to keep up its interventionist, co-ordinating role. The large organisation may need to divisionalise (create other spiders webs linked to the central web). • MANAGEMENT AND EMPLOYEES The dominant managerial style may readily
These are rough, lecture note summaries only
Handy reporting the work of Harrison, suggests that organisations can be classified under four cultures:
POWER CULTURE
Many small enterprises and large conglomerates such display the characteristics of a centralised power culture. Even Mintzberg recognises this in his account of a divisionalised structure.
This model is very like Weber 's Charismatic organisation. It is like a web with a ruling spider. Those in the web are dependent on a central power source.
Rays of power and influence spread out from a central figure or group. There may be a specialist or functional structure but central control is exercised largely through appointing, loyal key individuals and interventionist behaviour from centre.whim and personal influence rather than on procedures or purely logical factors. This is not to say that the whim is autocratic or authoritarian - although it be is authoritative.
Effectiveness is judged on results and sometimes for the central figure, perhaps the ends sometimes justify their means. • ADVANTAGES and DISADVANTAGES Such organisations can be strong, proud and dynamic, react quickly to external demands. However power cultures may suffer from staff disaffection. People in the middle layers may feel they have insufficient scope. The interventionist pressure and constant need to refer to centre may create dysfunctional competition and jostling for the support of the boss The organisation is dependent on the ability and judgement of the central power - if weak then the organisation will struggle. As the power organisation grows, the centrist culture breaks down if it becomes impossible for the centre to keep up its interventionist, co-ordinating role. The large organisation may need to divisionalise (create other spiders webs linked to the central web). • MANAGEMENT AND EMPLOYEES The dominant managerial style may readily