The CVF model looks at an organization based on two cultural dimensions; Horizontal and Vertical. Horizontal: Inward / Outward Focus The horizontal dimension is used to plot the degree to which the organization focuses inwards or outwards. If an organization’s position on the horizontal axis tends toward the left, it is focused primarily inward. If it tends toward to the right, the organizational focus tends to be outward, towards customers, suppliers and the external environment. An internal focus is valid when maintaining a corporate identity may not be as important as pleasing ...view middle of the document...
Clan culture is typically evidenced by the feeling of the organization being an extended family where collaboration is prized and long term development of individuals is a priority.
Looking at the top right corner, leaning toward flexibility and external focus, adhocracy culture is evidenced by an emphasis on individual initiative and self‐organization in order to accomplish tasks. This is in contrast to a bureaucracy which relies on a set of defined rules and set hierarchy in accomplishing organizational goals. An organization with an adhocracy culture is for the most part a structureless organization that operates in opposite fashion to a bureaucracy. In an adhocracy structure all members of the organization are empowered with the authority within their areas of specialization to make decisions and to take actions affecting the future of the organization. In this type of structure there is an absence of hierarchy. When implemented correctly, adhocracy can be very good for problem solving and innovations. Adhocracy allows organizations to operate in a more flexible manner. This flexibility can work well in fast‐changing industries where organizations that can identify and act on new opportunities the fastest have a competitive advantage. Adhocracy may also work best with smaller organizations where managers are still able to comprehend and direct the organization when necessary. Adhocracy may become chaotic or inefficient in large organizations where, for example, work may be duplicated or insufficiently defined working roles may resulting in team members being unaware of the scope of their responsibilities ultimately leading to work not being carried out.
The Market quadrant is focused on conducting transactions with other constituencies to create competitive advantage. The culture is one of competitiveness and productivity and is oriented toward the external environment instead of internal affairs (Cameron and Quinn 2006). looking at the bottom right corner with its orientation toward stability and control while also externally focused, Market culture organizations can be successful in an environment that is hostile and changing. In this quadrant goal achievement and profitability are important. Effectiveness is achieved in this culture by a customer focus.
The hierarchy culture has a clear organizational structure, standardized rules and procedures, strict control, and well defined responsibilities. This structure is based upon the classic bureaucracy structure. Hierarchy cultures are characterized by as highly structured, with well defined processes, with a long term focus on stability, and efficiency.
The Utah Opera, while it embodies elements of more than one cultural type it most closely identifies with adhocracy culture. The Opera must be flexible in determining the type, size and location of performances, as well as which guest performers are available. ...