Handy's Four Types Of Organizational Culture And Task Culture

Strategic Organizational Development

Organization is a group of people with a common goal. Each organization has a vision, mission, values, and strategy. All these elements determine organizational structure which defines the way an organization works in order to implement the strategy to achieve the mission. Organizational structure determines hierarchy, the way the power and authorities are distributed; roles and responsibilities are assigned; processes are controlled and coordinated; communication and information flow; resources and knowledge are shared; the way decisions are taken. Organizational structure alters and adjusts according to the company 's goals and strategy in order to maximize performance effectiveness. Organizational culture

Therefore it influences organizational structure in a way that structure must align with the culture otherwise it will be rejected (Janicijivic 2013:41). Charles Handy (1993) proposed four types of culture models which are adopted by organizations: Power culture, Task culture, Person culture and Role culture. As developing and expanding, AMICO group shifted from Power culture to Task culture. It was dictated by changing company strategy and objectives and led to company restructuring from functional structure to matrix structure. It shifted from single person power to shared power. According to Handy (1993:188), task culture is suitable for the companies where employees work in a team on various tasks and where power comes from expertise and only when it 's needed. As expanding and developing multiple product lines in various countries AMICO group felt the need for decentralization of power and authority as well as

HRM develops activities that influence the behavior of employees to implement the business strategy and achieve the company goals (Schuler, R.S., 1992). HR is the one who knows how to organize employees; it develops programs, policies and sets the frames of relationships between employees and management according to the structural requirements.

It designs rewards, incentives to motivate the employees and engage them with the organizational objectives. It develops effective ways of human resources utilization in accordance with business needs, and structural requirements (Schuler, R.S., 1992:18). Examining human resources availability it identifies any scarcity or redundancies; recruits people to fill up gaps in the structure or moves them around where their knowledge and experience are needed making sure right people are at the right place; It must be done according to the structure requirements and strategic