Cultural Typologies Read the case study of Ciba-Geigy presented in Chapter 4 of the text, and then discuss this organization in terms of any two of the typologies presented in Chapter 14.

Running Head: CULTURAL TYPOLOGIES                        1
CULTURAL TYPOLOGIES                                    2
CULTURAL TYPOLOGIES
Table of Contents
Cultural Typologies    3
Handy Typology    3
Power Culture:    3
Role Culture:    3
Task Culture:    3
Person Culture:    4
Schneider's Typology    4
Control Culture:    4
Collaboration Culture:    4
Competence Culture:    5
Cultivation Culture:    5
References    6
Cultural Typologies
Ciba-Geigy was a geographically fragmented Swiss multi-division chemical business. Eventually, the company fused to Novartis with a competitor. The company decided to ensure the Handy typology and Schneider’s typology.     
Handy Typology:
Charles Handy (1978) identified four different kinds of organizational cultures: culture of power, culture of the roles, culture of tasks and culture of the person.
Power Culture:
This style of culture is usually personalized and results based; it lacks teamwork and practice as the conclusion justifies the means. As a result, as indicated by Hesse-Gawęda (2018), low moral standards and excessive turnover are widespread, particularly when it comes to medium-sized management, where people are unbalanced.
Role Culture:    
There are rules for every situation, which regulate the behavior of specialists in performing their responsibilities. The administrative system is streamlined. Impersonality is the norm, and the person's position is more essential than the individual is. Ciba-Geigy usually follows this culture to enhance the practice of working in the...