Solution
| (AC2.1) Explain theories and models which examine organisational culture and human behaviour. Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 350 words |
| Charles Handy Model of Organisation Culture The primary assumption of this model is that the culture in an organisation can be of varying types. The culture can either be power, role, task and person. According to Morais et al. (2021), their distinction is informed by scope in which they reflect to power dynamics, decision making strategy and operations. Hence, by reflecting to this theory, there is a possibility for integrating appropriate organisation culture which align with capacity of stakeholders. Power Culture- This is a type of culture which is characterised by the power being held by top leaders or less group of people. The weak area of this is depending on leadership as opposed to being decentralised. Role Culture- Here, it emphasises on work distribution in varying ranking and career orientation, controls and responsibilities. Task Culture- Depending on the organisation seg functions, the task culture enhances decision making, issues management and varying tasks execution. The features of culture enhance team-based working, being focused, invention and improvements. Person Culture– For this feature, it is characterised with individualised culture where an entity serve as a source of facilitation. This is particularly in collaboration in partnerships or consultancies. Use/Impact for People Practitioners The relevance of embrace of this theory is people practitioners being in a position of evaluating an entity culture. This is in regard to strengths and weaknesses for appreciating existing organisation behaviour (Abdala et al., 2021). a case example is the role culture with practitioners striving in overcoming different issues which impact their culture and eliminating tendencies for agility purposes. David Rock’s SCARF Theory This is a theory of human behaviour identified in Manjaly et al. (2024) as establishing the social aspects impacting behaviours and emotions. Status- An individual can feel as being powerful and highly ranked than the rest. Alternatively, individuals could feel inferior of the rest. Certainty- Being specific/certain eliminate any anxiety Autonomy- The process of making decision in a unique way positively impact engagement scope Relatedness- The outcome of this is existence of confidence as opposed to a feeling of isolation and hence zero relations. Fairness– Here, equitability is enhanced improving loyalty levels hence increasing how the organisation is committed to lower potential conflicts. In the theory, it is essential for evidencing brain threat-and-reward system is used in regulating human behaviours (Aplin-Houtz et al., 2023). A case example is uncertainties leading to increased stress levels with positive motivation accrued by enhancing independence of thoughts and actions. Use/Impact for People Practitioners Through the adoption of the identified approaches to mitigate stress by use of the model, they are un a position of formulating planning and mapping likely area to improve staff experiences. With the model including different factors to be put into account, a major benefit is promoting collaboration. The collaboration contribute to increased commitment and engagement hence performance increase. This positively impart on the organisation wellness. |
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