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ple employed here and because everyone is actively communicating with one another they can organise themselves quickly and solve any problems effectively. 

The second culture I will talk about is the role culture. This organisation is modelled on past organisations. It uses structured formulas that can be applied to any business and are known to work. There is very little change or innovation in this kind of organisation, which usually attracts experienced professionals. The role culture is managed by various job titles. No matter who the person is or what kind of personality they must fulfil the role of that job title. If they have any ideas of change or need to work in a slightly different way he will most likely be rejected. If an employee decides to leave the job title still remains and he is simply replaced. 

The task culture is the most adaptive organisation. It is comprised of many small groups and teams of specifically skilled people. It adapts to each situation, using specific needs and appropriate formulas. The groups themselves can be enlarged where needed. There is no management as such, staying clear from hierarchy. This creates a friendly environment of diverse and progressive employees. Out of all the organisational cultures, this is the most expensive and time consuming, and time means money! This culture has no time for people who are not successful. This means that the job is very challenging and one must consistently be on top. 

Lastly, the person culture; this organisation allows the employee to essentially work for themselves. They make their own decisions and usually work on their own or in a partnership. Their profession is very skilled such as a doctor or solicitor. As Charles Handy puts it ‘The Person culture puts the individual first and makes the organisation the resource for the individual’s talents.’ (Understanding voluntary organisations, Charles Handy) they manage themselves; they may or may not have employees. If they do it is a small team (if not one person) to manage their clerical work. The person culture ensures that the professional makes their own decisions, therefore the organisation, and indeed their personal livelihood, depends wholly on themselves, be it wise decisions or bankrupting mistakes. 
In conclusion, the organisation needs a culture in order to be successful. Each organisation will need a different culture. It doesn’t have to be a huge team of people; in some organisations it is the case that ‘too many people spoil the broth’. It is inevitable for the organisations that depend on a leader that he is solely responsible for the ‘personality’ of the organisation. It is up to him ‘how things are done around here’. 

Bibliography: 

Understanding voluntary organisations, Charles Handy. 

Organisations; structures, processes, and outcomes. Richard H. Hall, Pamela S. Tolbert. 

Principles of Organisational Behaviour; an Irish Text. Morley, Moore, Heraty, Linehan, Mac Curtain. 

www.thetimes100.co.uk 
managementconsultingcourses.com/lesson35organisationalculture.pdf
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