Organisational culture: The Guided Missile organisational culture

In the blog last week, we evaluated the large-scale hierarchical Eiffel Tower culture. This week, we will explore an alternative model of the Guided Missile culture that still reflects large scale business operations.

Introduction to the Guided Missile culture

This culture is typically perceived as being the direct opposite style of operation to the Eiffel Tower in that the structure is flatter, the guiding philosophy is egalitarian, while being task or project rather than individual role focused.

Moreover, as this organisational style is based on assessing team performance, the evaluation of individuals is not typically perceived as a priority managerial concern. Consequently, key employees are expected to be problem solvers, creative innovators, and team players. Motivation is largely intrinsic bases on the extent to which members experience personal and professional job satisfaction arising from contributions to successful project performance.

The strengths and weaknesses of the Guided Missile culture

The strength of this culture is that it can adapt and change quickly to new pressures that continuously arise in the external environment. However, turnover rates can be high due to the constant forming, reforming, and dissolving a project teams. This ongoing process can disrupt individual relationships and professional project interests. Put simply, highly skilled employees often leave the organisation to join other project teams that focus on their professional interests.

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Question 1

What sort of personality would best match this cultural style?

Question 2

Why might some people find teamworking a challenging experience?

Question 3

To what extent do alternative cultural models compete in the external business market?

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We shall explore Question 3 in the next blog.

Reference

Trompenaars, F. & Hampden-Turner, C. (1997). Riding the waves of culture: understanding cultural diversity in business. Nicholas Brealey Publishing.