Understanding Organisational Culture:Charles Handy’s Model and David Rock’s SCARF Theory
Each business possesses distinct principles and adheres to specific regulations and guidelines that set it apart from others. An organisation’s culture is shaped by its ideals and beliefs. The organisational culture determines how employees engage with one another and with external entities.
Charles Handy’s Model of Organisational Culture
As per Charles Handy’s concept, there are four distinct organisational cultures that are discernible.
Power
Some companies follow a hierarchical structure where a small group of individuals centralizes decision-making power. These individuals enjoy exclusive privileges and advantages in their roles. They are of the utmost significance within the organisation and have the authority to make critical decisions (Handy, 1993).
Task
Task culture arises in businesses that form teams specifically to address defined objectives or overcome significant obstacles. In such settings, the expectation is that each team member will contribute equitably and fulfill their responsibilities creatively (Handy, 1993).
Person
Within particular organisations, certain employees may demonstrate a degree of self-importance that surpasses their dedication to the organisation. These organisations adhere to a culture that is referred to as “person culture” (Handy, 1993).
Role
In a role culture, managers assign employees specific tasks and responsibilities based on their educational qualifications, interests, and areas of expertise to optimize potential. Because these assignments align with individual strengths, employees independently determine the most effective course of action and voluntarily accept the challenge (Handy, 1993).
In this era characterized by rapid technological progress and a global workforce, the relevance of Handy’s organisational culture model is increasingly significant. Leaders can implement this approach to facilitate the management of the complexities associated with digitalization, thereby fostering environments that foster creativity and agility. Comprehending the fundamental cultural dynamics can facilitate the alignment of diverse work practices and expectations for organisations that are navigating the complexities of globalization. The reassessment of traditional cultural norms is driven by the shift to a more dynamic and flexible work model, reflecting the changing desires of employees. Organisations can ensure sustained competitiveness and growth in the modern business landscape by adeptly cultivating their cultures to enable the seamless integration of technology, embrace the diversity of a global talent pool, and respond to the evolving demands of their workforce, all while leveraging Handy’s insights (L&D, 2023).
Shortcomings of Charles Handy’s Model of Organisational Culture
Handy’s model of organisational culture can help analyze cultures but is somewhat reductive. It can sometimes be static and not register changes in cultures or intermediate states; it may fail to acknowledge the external environment’s effect, including the marketplace or globalization.
David Rock’s SCARF Theory of Organisational Culture
When it comes to human behavior, Rock explains that individuals have a strong desire to actively seek five key elements: relatedness, autonomy, status, certainty, and fairness (Rock, 2009). When given the chance to improve these aspects, people often take advantage of it, seeing it as highly satisfying. Nevertheless, when individuals encounter difficulties in these five aspects, they may experience a deep sense of vulnerability, prompting them to either retreat or engage in actions to counteract the perceived threat. This hypothesis provides a clear explanation for the occurrence of strong negative reactions in professional settings when participating in activities such as giving and receiving feedback, as well as managing organisational changes.
Perceived threats inhibit employee creativity, diminish problem-solving capabilities, and obstruct effective communication and collaboration. However, when individuals recognize rewards, their self-confidence rises, instilling a sense of empowerment and enhancing their motivation to perform effectively. The SCARF Model assists employees in reducing perceived dangers and enhancing pleasant emotions associated with rewards in collaborative environments. This can enhance their collaboration, coaching abilities, and the efficacy of training and feedback provided (Campbell, et al., 2022).
Shortcomings of David Rock’s SCARF Theory of Organisational Culture
Although David Rock’s SCARF model competently draws attention to crucial social motivators, it has some limitations. In addition, it can reduce human behaviors to the bare minimum, overlook cultural differences, and may not accommodate variations within individuals, making it less applicable in most organisations globally.
