Organisational culture: The Adhocracy organisational culture

In the blog last week, we evaluated the Market organisational culture. This week, we shall explore one of the most fascinating styles known as the Adhocracy culture.

Introduction to the Adhocracy organisational culture

This type of organisational culture is highly flexible internally while being primarily externally focused. The main objectives are to ensure the progressive achievement of innovative developments and the organisation’s high visibility in the market based on the aim of continuous product or service improvement. Typical examples of this type of culture can be found in research institutions, marketing companies, and advertising agencies.

This is a very dynamic, creative, and enterprising work environment in which employers are encouraged to strive for innovative responses to various challenges. Creativity in formulating new ideas is particularly valued. Moreover, these cultures also offer a wide range of personal development opportunities and are generally considered a very exciting place to work for those with the ability to take personal responsibility for initiatives.

In addition to being innovators, managers are inclined to also be risk takers. They allow employees space to determine what tasks to develop, so mutual trust is always high on the agenda. Then, manages are constantly forward looking in terms of trying to identify ways of putting the company long-term vision into everyday immediate effect. Finally, when combining these characteristics, managers are often described as being energetic inspirational characters.

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Question 1

To what extent is leadership rather than management a defining characteristic of such cultures?

Question 2

Why might stress leading to burn-out arise amongst employees in the type of organisation?

Question 3

How might non-verbal behaviour influence interactions within organisational cultures?

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We shall explore Question 3 in the next blog.

Reference

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: based on the competing values framework (3rd Ed.). John Wiley & Sons, Inc.