Handy and Schein Models in Organizational Culture

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Table of Contents

Introduction
Discussion
Conclusion
References

Introduction

Schein and Handy models are theoretic arguments in organizational culture. The similarity between the two models is that they have noted a significant value for employees in making decisions and taking responsibilities depending on the area of specialization. In terms of differences, Schein model argues that inner aspects of human nature are evident from assumed values where a specific group might feel dominance (Coghlan, 2020). In Handy Model, the framer suggested that employees decide what they can do by willingly accepting challenges whereby a person is accountable for anything assigned to them.

Discussion

The differences are significant since Handy Model explains how an organization can have problems based on leadership. At the same time, Schein Model attributes any problem realized to the entire workers where no personal or specific group liability is encountered. The similarities impact organizations in that, internal matters are leveraged based on the diversity of people working in a given company. Differences impact organizations because some companies may experience more inflexibility regarding workflow and planning than others due to employees’ cultural-centric inner metrics (Coghlan, 2020). The handy Model is viewed by commentaries as one which limits people with strong opinions about others or the company. Schein model is regarded as one which can shape people’s values and enable them to have behavior that can bring a positive reputation within the company (Kaur & Randhawa, 2021). The comments satisfy my quest on the effectiveness of the models’ alteration of employee traits that impact workplaces.

ISOH Level 3 Qualification, which is the case organization in this paper, displays power and role cultural elements due to the executive team that makes decisions and employees’ expectation of implementing decisions in their capacity. Espoused values for the organization are networking, partnership, openness and learning. There are assumptions such as ‘this will be difficult’, which means it is possible to fix a given business problem. ISOH takes the task culture in Handy Model since employees work together to offer exemplary services to clients.

Conclusion

The handy Model comprises task, power, person and role cultures. Schein’s model is a gradual transformation of culture to form one behavior in a given organization. The two models are similar regarding an employee engaging in various organizational concepts. Commentaries have shown that Handy Model may have drawbacks for people who have staunch opinions, while the Schein model is viewed as one which allows flexibility within an organization.

References

Coghlan, D. (2020). Edgar Schein on change: Insights into the creation of a model. The Journal of Applied Behavioral Science, 57(1), 11-19.

Kaur, K., & Randhawa, G. (2021). Exploring the influence of supportive supervisors on organizational citizenship behaviors: Linking theory to practice.IIMB Management Review, 33(2), 156-165.

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Handy and Schein Models in Organizational Culture

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