Question

Explain how the operation of power within an organisation might vary depending on the organisations cultural type

Answer 1

The operation of power depends on the culture of the organization. Organizational culture is the key factor in selecting operation of power. Thus, operaion of power can never be the same in all organziations. These are different from another. Reasons behind the variation of operational power according to organizational culture are as follows:
· Organziational size: Organziational culture differs according to the size of the organization. Cultural value in small size organization and large organziatons is completely different. Thu, power within the organization needs to mould itself according to the culture and ultural base. The leader of the organization should apply his power in the organization after properly evaluating the size of the organization.
· Organizational management: The application of power should

Answer 2

The operation of power within an organization can vary significantly depending on the organization's cultural type. Different organizational cultures have distinct norms, values, and beliefs that influence how power is distributed, exercised, and perceived within the company. Let's explore how the operation of power might differ in various organizational cultural types:

1. Clan Culture: In a clan culture, the organization is like an extended family. The focus is on collaboration, cooperation, and teamwork. Power is often decentralized and shared among employees and teams. Decision-making tends to be participative, with leaders seeking input and consensus from employees. The use of formal authority is minimized, and employees are empowered to take initiative and make decisions.

2. Adhocracy Culture: An adhocracy culture is dynamic, innovative, and entrepreneurial. Power is often concentrated in visionary leaders or creative teams. Decision-making is quick and flexible, driven by the need to respond to changing market conditions and opportunities. The organization values risk-taking and experimentation, which means that those with innovative ideas may hold significant influence and power.

3. Market Culture: In a market culture, the organization is results-oriented and competitive. Power is typically based on performance and achievement of goals. Leaders and employees who deliver results and contribute to the bottom line are often given more authority and influence. The emphasis is on individual contributions, and performance-based rewards and recognition drive power dynamics.

4. Hierarchy Culture: A hierarchy culture is characterized by formal structures, rules, and processes. Power is centralized in top management and leaders who hold formal authority. Decision-making is top-down, with leaders making most of the key decisions. Employees follow established procedures and guidelines, and authority is typically based on the position and title within the organizational hierarchy.

5. The Power Culture: A power culture is based on personal influence and charisma. Power is concentrated in a few individuals or leaders who possess persuasive abilities or control critical resources. Decision-making may be more autocratic, with key leaders making significant decisions without extensive consultation. Personal relationships and alliances play a crucial role in power dynamics.

6. The Task Culture: A task culture is project-oriented, and power is often distributed to project teams or task forces. In this type of culture, power is task-specific and may change as teams are formed and dissolved based on specific projects or tasks. Leadership is often situational, with different team members taking the lead depending on their expertise and contribution to the task.

It's important to note that organizational culture is not fixed and can evolve over time. Additionally, organizations may exhibit characteristics of multiple cultural types to varying degrees. Understanding the cultural type of an organization is crucial for leaders and employees to effectively navigate power dynamics, decision-making processes, and communication styles within the organization.