Clan Culture |
The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves |
3.63 |
The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. |
3.42 |
The organization emphasizes human development. High trust, openness, and participation persist. |
3.33 |
The organization defines success based on the development of human resources, teamwork, employee commitment, and concern for people. |
3.31 |
The management style in the organization is characterized by teamwork, consensus, and participation. |
3.30 |
The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high. |
3.16 |
Adhocracy Culture |
The glue that holds the organization together is the commitment to innovation and development. There is an emphasis on being on the cutting edge. |
3.36 |
The organization defines success based on having the most unique or newest products. It is a product leader and innovator. |
3.35 |
The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks. |
3.25 |
The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued. |
3.19 |
The leadership in the organization is generally considered to exemplify entrepreneurship, innovation, or risk-taking. |
3.18 |
The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness. |
3.10 |
Market Culture |
The glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes. |
3.29 |
The organization defines success based on winning in the marketplace and outpacing the competition. Competitive market leadership is key. |
3.25 |
The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus. |
3.24 |
The organization is very results-oriented. A major concern is with getting the job done. People are very competitive and achievement-oriented. |
3.20 |
The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant. |
3.19 |
The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement. |
3.00 |
Hierarchy Culture |
The organization is a very controlled and structured place. Formal procedures generally govern what people do. |
3.41 |
The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important. |
3.41 |
The organization defines success based on efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical. |
3.34 |
The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency. |
3.30 |
The organization emphasizes permanence and stability. Efficiency, control, and smooth operations are important. |
3.26 |
The management style in the organization is characterized by the security of employment, conformity, predictability, and stability in relationships. |
2.89 |