4 types of organizational cultures according to Kim Cameron and Robert Quinn – examples
Kim Sterling Cameron, a professor of management and organization at William Russell Kelly’s Ross School of Business at the University of Michigan, together with Robert Quinn, identified four basic types of cultures, defined by two dimensions: “internal vs external orientation” and “flexibility vs stability”. They are as follows:
The clan culture is a work place that is friendly and reminiscent of a big family. Here, people in management positions take on the role of advisers, sometimes giving a sense of security similar to parents. Such an organization is characterized by dedication to tradition and a high level of employee loyalty. Employees feel that they benefit from being engaged because through this engagement, they gain personal development and support. Teamwork and human resource development are the most important here.
Adhocracy culture – Long live creativity! Here, dynamics, lack of resistance to risk-taking and a desire for experimentation reigns. The organization is based on growth, offering unique solutions and services and being pioneers. The position of a leader, initiative and freedom of behavior are important.
Hierarchy culture – here, strict hierarchy is important. Procedures and formalities are most important. Management positions are characterized by high levels of organization and coordination. Everything is consistent and transparent thanks to regulations and rules. This gives a sense of security and stability, because work becomes predictable. Employees adhere to schedules, so their work becomes highly efficient.
Market culture – here, task accomplishment and results are the most important. Achieving KPI, ambition, and goal attainment are crucial. Employees must be oriented towards competitiveness and a desire to win, success is the most important for them. A measure of success is the company’s market share and its constant increase. In such an organization, fierce competition is promoted.