One of the main pleasures of travelling to different parts of the world is the variety of cultures that we can enjoy. On a Pacific island life is laid back, informal and slow, whereas in New York the style is action-packed, smart and edgy. In a Mediterranean country you may experience a relaxed, outdoor lifestyle. But in northern Europe you are more likely to be wearing warm clothes, living indoors and watching the clock.
Organisations, too, have differing sets of values, customs and beliefs. These work cultures are moulded by what has happened in the past and what managers are now trying to achieve. They are also influenced by the kinds of people who work there.
There are many clues as to the type of culture that predominates:
'When a new policy or procedure comes down from head office, we are expected to implement it without question. No one ever asks us for our opinion or tries to persuade us why the development is important.'
Emma – team leader in an insurance company
'I love working here - we're a great team, very committed and creative when there are problems to be solved. No-one plays power games at all, everyone has a valuable job to do.'
Claire - special needs teacher
Types of culture
Each organisation has its own unique culture. In most cases this will have evolved unconsciously, and is derived from the environment the organisation operates in and the values of its managers and core workers.
To be successful in any job you have to be able to understand the prevailing culture. This includes everything from how to behave and ways of doing things to dress codes and general atmosphere.
Management theorists have identified four main types of culture:
The power culture This culture is common in investment banks and firms of stockbrokers. If you work here you'll be wearing a dark suit and putting in a 60-hour week. It's hard for women to work in this competitive, macho atmosphere and only the fittest can survive. To do well you have to understand power structures and want wealth or power yourself
The role culture Each individual has their own role and tasks to perform. The extent of your power and influence will relate to your position in the hierarchy - how high up the ladder you are. This style is the norm in large bureaucracies - big private companies and public-sector organisations. If this is your work environment, you'll live by a manual of procedures and systems. The dress code is smart, but not always too formal
The task culture In this type of organisation individuals are expert in their jobs and come together in project groups to solve problems or plan improvements. The values are professionalism, productivity, competence, knowledge and innovation. Those who excel thrive on challenge and are eager to take on new responsibilities whenever the opportunity arises. Task organisations include advertising agencies, consultancies and research units. To enjoy working here, you'll need to be the creative type – and your clothes will reflect your personal style as well as the company dress code
The support culture Everyone works together towards clear goals. There's a great emphasis on teams in which everyone has access to information, problems are shared and individuals help each other and their departments develop. In a support culture, employees feel valued and empowered to get the job done. Many private- and public-sector companies aim to develop this type of culture, including some government departments, supermarket chains and communications organisations.
These descriptions make it all seem very neat, but if you don't recognise your own work environment, it's because life is never as simple as the management gurus would have us believe. In large organisations, for example, the main culture often contains a number of subcultures. So, although people in head office may behave like a gentleman's club, you may work in a much less stifling team or department. Sometimes the predominant culture is a mixture of one or more of the different types. A cocktail of task and support cultures is quite common, for example, or it may be mainly role, with a just sprinkling of task and a dash of support.
But don't get too bogged down in guru-speak: the main point of these terms and classifications is to help you to interpret your organisation's culture. Being able to do this will help you to understand why things happen in the way that they do. You'll know what kinds of behaviour and attitudes are important for success, what the rewards are and how to influence others or gain promotion.
What do you hate about your culture?
Time after time women find themselves working in a climate that they find soul-destroying or alienating. It's often something small like the fact that managers at the top of the tree are given more status than the workers at the bottom. Why do senior managers have their own car park? Or it could be the blame culture that you hate. Why is there never any room for taking risks, for making mistakes, for being human? Maybe you dislike the predominance of self-interest. Why do I always have to watch my back, find allies and avoid enemies? Or is it the lack of integrity that gets on your nerves? Why does everyone have to appear to know what they are talking about – even when they don't?
Remember, if you don't like the prevailing culture, you're free to decide whether or not it's possible to change things. If not, your best option may be to look for a different culture – one that suits you better.
