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Solution
(Solution) 5CO01 (AC2.1) Explain theories and models which examine organisational culture and human behaviour
Charles Handy Model of Organisational Culture
The Charles Handy Model of organisation culture categorise four different forms of organisation culture impacting on behaviours and making decisions (Sokolović et al., 2022). The key features include;
Power Culture– This type of culture is defined by clear system of authority with decision making assigned to a few leadership/management teams.
Role Culture– With a hierarchical structure in place, an organisation is formally driven with position and protocol being a priority.
Task Culture– Involving individuals in various tasks in different projects define this culture. They work in collaboration to get things done.
Person Culture– A personalised culture means valuing individual employees support and improving their efficiency. According to Fellague (2020), employees are driven by their individual focus/interests.
Benefits
For people practice professionals, this model has a positive impact in guiding successful analysis of an organisation behaviour. In line with Sokolović et al. (2022), the application of the model assists to identify the behaviours that inform specific culture in an organisation. For example, implementing a power culture, competency of people practice professionals ought to prioritise on leadership issues, managing emerging conflicts and two-way feedback engagement. Alternatively, Fellague (2020) identify role culture as prioritising on efforts of employees in teams as guided and adhering to formalised regulations and set strategies.
David Rock’s SCARF Theory
This is a model identifying the main social drivers of behaviours as informed by aspects of power, rewards, punishment, protégé, control and presentation influencing action (Campbell et al., 2022).
For main features, status evidence people feeling on their importance as opposed to the rest. This is with high status harnessing engagement scope with low status contribute to need to be defensive. Certainty evidence necessity to be predictable and elaborate goals. Further, being autonomous imply a sense of possessing authority on an individual environment and options in place. This is with autonomy including view of possessing immense power on environment and options made. Through relatedness, safety and trust levels from social interactions is attained successfully. Trust-based relations which are also positive lower how anxious the employees are and enhance cooperations (Xu et al., 2021). This is with fair-based practice enhancing equality in treating all staff. In an organisation, this feature lead to reduced resistance from the process of change.
Benefits
To the people practice professionals, this model is appropriate in designing approaches which promote the scope of employees commitment and performance (Campbell et al., 2022). A case example is in Saudi Aramco where management offer elaborate targets (certain) and engage them to make core decisions (autonomy) with fairness in appreciation and rewarding them (Fairness). The outcome of this is what Xu et al. (2021) identify as people practice professionals understanding social threats and their management strategies including social-based rewards increasing morale, two-way feedback and inclusivity.
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