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The contingency APPROACH is a MANAGEMENT theory that suggests the most appropriate style of management is dependent on the CONTEXT of the situation and that adopting a SINGLE, rigid style is inefficient in the long term.

The contingency approach is a management theory that suggests the most appropriate style of management is dependent on the context of the situation and that adopting a single, rigid style is inefficient in the long term.

Culture is defined as an EXPRESSION of society through material things and BELIEFS. Culture encompasses IDEOLOGY, values, RELIGION and artistic works. SUBCULTURES are values and norms distinct from the societal majority. A variety of subcultures can exist under one overriding culture.

Culture is defined as an expression of society through material things and beliefs. Culture encompasses ideology, values, religion and artistic works. Subcultures are values and norms distinct from the societal majority. A variety of subcultures can exist under one overriding culture.

CULTURAL Adaptability is an individual's willingness and ABILITY to ADAPT their MANNER of communicating, motivating, and managing, across countries and cultures. In an increasingly interconnected WORLD, cultural adaptability is both a key skill and a necessary personal commitment for any leader.

Cultural Adaptability is an individual's willingness and ability to adapt their manner of communicating, motivating, and managing, across countries and cultures. In an increasingly interconnected world, cultural adaptability is both a key skill and a necessary personal commitment for any leader.

A bureaucratic culture is a hierarchical and formal organization that has several LEVELS where tasks, authority and responsibilities are delegated between departments, OFFICES or people. This structure is HELD together by a CENTRAL or main ADMINISTRATION, and it has led to the development of modern civilization.

A bureaucratic culture is a hierarchical and formal organization that has several levels where tasks, authority and responsibilities are delegated between departments, offices or people. This structure is held together by a central or main administration, and it has led to the development of modern civilization.

An organization's CULTURE consists of the values, beliefs, attitudes, and BEHAVIORS that EMPLOYEES share and use on a DAILY BASIS in their work. The culture determines how employees describe where they work, how they understand the business, and how they see themselves as part of the organization.

An organization's culture consists of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. The culture determines how employees describe where they work, how they understand the business, and how they see themselves as part of the organization.

Policies. Policies are clear, simple STATEMENTS of how your organisation INTENDS to CONDUCT its services, actions or BUSINESS. They provide a set of guiding PRINCIPLES to help with decision making.

Policies. Policies are clear, simple statements of how your organisation intends to conduct its services, actions or business. They provide a set of guiding principles to help with decision making.

The ORGANIZATIONAL Cultural Assessment Instrument (OCAI) is a psychometric TOOL developed by Cameron and Quinn (2006). Its PURPOSE is to help ORGANIZATIONS identify their CURRENT and preferred culture.

The Organizational Cultural Assessment Instrument (OCAI) is a psychometric tool developed by Cameron and Quinn (2006). Its purpose is to help organizations identify their current and preferred culture.

Market Culture : This is a results-based organization that emphasizes finishing work and getting things done. People are COMPETITIVE and focused on goals. Leaders are HARD drivers, producers, and rivals at the same time. They are tough and have high expectations. The emphasis on winning keeps the organization together. Reputation and success are the most important. Long-term focus is on rival ACTIVITIES and REACHING goals. Market penetration and stock are the definitions of success. Competitive prices and market leadership are important. The organizational style is based on competition.

Market Culture : This is a results-based organization that emphasizes finishing work and getting things done. People are competitive and focused on goals. Leaders are hard drivers, producers, and rivals at the same time. They are tough and have high expectations. The emphasis on winning keeps the organization together. Reputation and success are the most important. Long-term focus is on rival activities and reaching goals. Market penetration and stock are the definitions of success. Competitive prices and market leadership are important. The organizational style is based on competition.

Hierarchy Culture : This is a formalized and structured work environment. Procedures decide what people do. Leaders are proud of their efficiency-based COORDINATION and organization. Keeping the organization functioning smoothly is most crucial. Formal rules and policy keep the organization together. The long-term goals are stability and results, paired with efficient and smooth execution of tasks. Trustful delivery, smooth planning, and low costs define success. The PERSONNEL management has to guarantee work and predictability.

• Leader Type: Coordinator, MONITOR, organizer
• Value Drivers: Efficiency, timeliness, consistency, and uniformity
• Theory of Effectiveness: Control and efficiency with capable processes are effective
• Quality Improvement STRATEGY: Error detection, measurement, process control, systematic problem solving, quality tool

Hierarchy Culture : This is a formalized and structured work environment. Procedures decide what people do. Leaders are proud of their efficiency-based coordination and organization. Keeping the organization functioning smoothly is most crucial. Formal rules and policy keep the organization together. The long-term goals are stability and results, paired with efficient and smooth execution of tasks. Trustful delivery, smooth planning, and low costs define success. The personnel management has to guarantee work and predictability.

ORGANIZATIONAL CULTURE Types :

From the Competing VALUES Framework 4 organizational culture types emerged:

• Clan culture
• Adhocracy culture
• Market culture
• Hierarchy culture.

Organizational Culture Types :

From the Competing Values Framework 4 organizational culture types emerged:

Organization power structure. The amount of authority increases with each LEVEL higher a PERSON or organization is in HIERARCHY. The ULTIMATE power remains with the person or organization at the very top of the hierarchy, with that position holding the authority to make final decisions in all MATTERS.

Organization power structure. The amount of authority increases with each level higher a person or organization is in hierarchy. The ultimate power remains with the person or organization at the very top of the hierarchy, with that position holding the authority to make final decisions in all matters.

A FLAT organization (also KNOWN as HORIZONTAL organization or DELAYERING) has an organizational structure with few or no levels of middle MANAGEMENT between staff and executives.

A flat organization (also known as horizontal organization or delayering) has an organizational structure with few or no levels of middle management between staff and executives.

Quinn and Rohrbaugh (1983) The Competing Values FRAMEWORK of Quinn, Rohrbaugh is a theory that was DEVELOPED INITIALLY from research conducted on the major INDICATORS of effective organizations.

Quinn and Rohrbaugh (1983) The Competing Values Framework of Quinn, Rohrbaugh is a theory that was developed initially from research conducted on the major indicators of effective organizations.

A hierarchical organization is an ORGANIZATIONAL structure where EVERY entity in the organization, EXCEPT one, is subordinate to a SINGLE other entity. This arrangement is a form of a hierarchy. 

A hierarchical organization is an organizational structure where every entity in the organization, except one, is subordinate to a single other entity. This arrangement is a form of a hierarchy. 

"Adhocracy is a type of organization being an opposite of bureaucracy. The term was first popularized in 1970 by Alvin Toffler and has SINCE become often used in the theory of management of organizations (PARTICULARLY online organizations), further DEVELOPED by ACADEMICS such as Henry Mintzberg.

"Adhocracy is a type of organization being an opposite of bureaucracy. The term was first popularized in 1970 by Alvin Toffler and has since become often used in the theory of management of organizations (particularly online organizations), further developed by academics such as Henry Mintzberg.

A hierarchical corporate culture is an organizational model based on CLEARLY defined corporate LEVELS and structures. HIERARCHY is a type of organizational structure in which items are RANKED according to levels of importance.

A hierarchical corporate culture is an organizational model based on clearly defined corporate levels and structures. Hierarchy is a type of organizational structure in which items are ranked according to levels of importance.

Adhocracy is a FLEXIBLE, ADAPTABLE and informal form of organization that is defined by a lack of formal structure. It OPERATES in an opposite fashion to a BUREAUCRACY.

Adhocracy is a flexible, adaptable and informal form of organization that is defined by a lack of formal structure. It operates in an opposite fashion to a bureaucracy.

A CLAN CULTURE is a family-like or tribe-like type of corporate environment that emphasizes consensus and commonality of goals and values. Clan cultures are the most collaborative and the least COMPETITIVE of the four MAIN corporate culture MODELS.

A clan culture is a family-like or tribe-like type of corporate environment that emphasizes consensus and commonality of goals and values. Clan cultures are the most collaborative and the least competitive of the four main corporate culture models.

ORGANISATIONAL POLICIES and PROCEDURES. Firstly, let's DEFINE policy and procedures. A policy is a course of ACTION or guidelines to be followed whereas a procedure is the 'nitty gritty' of the policy, outlining what has to be done to implement the policy.

Organisational policies and procedures. Firstly, let's define policy and procedures. A policy is a course of action or guidelines to be followed whereas a procedure is the 'nitty gritty' of the policy, outlining what has to be done to implement the policy.

Organizational culture is a system of SHARED assumptions, values and BELIEFS that governs how people behave in organizations. The culture of an organization is determined by the values PLACED on a SET of characteristics, such as risk orientation and attention to DETAIL.

Organizational culture is a system of shared assumptions, values and beliefs that governs how people behave in organizations. The culture of an organization is determined by the values placed on a set of characteristics, such as risk orientation and attention to detail.

Organizational policies are guidelines that outline and guide actions within an business or agency. The exact TYPES of policies will VARY depending on the NATURE of the organization. and can include policies such as directions, LAWS, PRINCIPLES, rules or regulations.

Organizational policies are guidelines that outline and guide actions within an business or agency. The exact types of policies will vary depending on the nature of the organization. and can include policies such as directions, laws, principles, rules or regulations.

CORPORATE values and morals important to an organization. Espoused values contribute to the development of normal STANDARDS of the organization for how it conducts business now and in the FUTURE.

Corporate values and morals important to an organization. Espoused values contribute to the development of normal standards of the organization for how it conducts business now and in the future.

Organizational culture is a system of shared ASSUMPTIONS, VALUES, and beliefs, which governs how people behave in organizations. These shared values have a STRONG influence on the people in the organization and dictate how they DRESS, ACT, and perform their jobs.

Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.