ABSTRACT
This chapter contains four organizational cultures; the principles on which it is based; underlying assumptions; guidance on application, and relevant issues; and related models. The four principal are power culture, role culture, task culture, and person culture. The organization depends upon trust, empathy and personal conversation. Control is centralized. Since the web can break if it becomes too large, it is preferable to form other, linked organizations when building for growth. The work of the 'pillars', and their interaction, is controlled by procedures for roles, communications and settlement of disputes. Coordination is effected by a narrow band of senior management, the pediment. This culture is generally inflexible and slow to change. Task culture is most effective where speed of reaction, integration, sensitivity and creativity are more important than depth of specialization.
