Culture of sales organizations
The factor of the volume of transactions for trade organizations is critical. Therefore, employees must make quick decisions to sell goods and services. Here, the corporate culture is focused on forming a friendly team because the organization’s long-term goals and deeper values are not of interest to plan-oriented employees as the only criterion for assessing their success.
Speculative culture
Exists in banking and trading companies; companies’ business is focused on the ability of employees to make quick decisions in a changing market situation and conclude deals based on the difference in the exchange rate. Unlike sales organizations, employees are given much less time to interact with the client. The corporate culture is based on recognizing personal merits and creating comfortable conditions for work and self-realization, but nothing more.
Administrative culture
As a rule, the corporate organizational culture is present in organizations in classical markets, which are characterized by predictability and stability. Such markets are not subject to sudden changes, and the scale of customer coverage ensures presence in such markets. Such organizations are focused on compliance with the forms and rules of doing business.
Culture of long-term goals
This type of corporate culture of organizations is created to implement investment plans or develop long-term production or infrastructure projects.
Such organizations follow a business plan, so the tasks assigned to employees and their actions are foreseen and agreed upon in advance. Since business plans are subject to minimal changes over a long time, it is the responsibility of employees to perform their daily tasks accurately.
Power vertical
A strict hierarchy characterizes such organizations. The leader of the organization builds corporate culture. Decision-making, setting tasks for employees, and reviewing the achievement of KPIs are carried out centrally. The success of the leader himself determines the success of such companies.
Corporate culture with the distribution of tasks and areas of responsibility
It is characterized by a rational allocation of functional duties and areas of responsibility. Control is exercised by a tiny number of executives’ staff. The activity, development, and determination of each unit’s achievements correspond to specific rules and regulations.
Corporate culture among professionals
Organizations with this type of corporate culture are task-focused. Influence on production processes, allocation of resources, and setting goals are mainly subject to industry experts who have the necessary knowledge to implement the project.
If one or several experts are invited to the organization to solve a temporary problem, then against the background of the whole team, they initially look like foreign bodies. In this case, experts are exempted from excessive participation in meetings, team-building events, etc.
Clan corporate culture
Described by William Ouchi as an additional form of association and coexistence of employees within the company, regardless of the type of corporate culture. It is characterized as a corporate subculture consisting of several employees (clan) who support each other in solving corporate issues. The clan itself forms the value system of such a corporate subculture.
Joining a clan is described in Soviet and Russian literature as a social phenomenon – “registration in a team.” The rules of interaction among members are based on “fellowship,” family affiliation, military service, etc.
Depending on the clan’s strength, the tasks assigned by the management to the employees belonging to such a clan can be transformed, delegated to the “right people,” or ignored. Belonging to a clan close to management or company resources allows employees to perform their immediate tasks quickly and seamlessly.
Breakthrough corporate culture
It is typical for startup projects when a team of enthusiastic people is preparing to launch a new service or technology. Rational components in the actions of employees within the project can be different. The emotional component is subject to logic – creating a product that the market will recognize.
Digital corporate culture
The content of the digital corporate culture is determined by the rules of communication and project management in programs, applications, instant messengers, etc. This type of corporate culture is instead added to the basic typology, but according to the criterion of employee setting tasks, the achievement of KPI can be considered independent.
In the modern global world, the digital method of communication is the main one and requires its own culture of communication, form, and response time. Digital corporate culture is characterized by rapid feedback, which entails quick decision-making and immediate incoming and outgoing information processing. These are external attributes of the digital corporate culture.
“Crisis” corporate culture
This corporate culture is typical for companies in which the spirit of “strong managers” is cultivated who can independently lead a business line or a new project.
Potential team members are recruited into the team to replenish the team of effective managers. At the same time, the team is divided into two groups: employees of the leading team and newcomers who have not yet confirmed their competence in business.
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