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Organizational Culture

Task culture, or ‘guided missile’ culture, is mutually conditioned with the
professional model of organizational structure. This culture assumes that
management and employees perceive their organization as a tool for solving
problems and completing tasks. In this culture type the organization members
highly value results and accomplishments. Therefore, in organizations with task or
‘guided missile’ culture, the most suitable model of organization is the professional
model, which ensures focus on projects by its team or project structure. Task
culture and ‘guided missile’ culture assume the need for equal, or egalitarian,
distribution of power, whereby all the members of the organization can influence
its functioning. This type of culture creates the conditions for implementation of
the professional model in which workers in the operational field are professionals
who conduct sophisticated tasks and who, therefore, must have the authority for
independent problem-solving, as well as a high level of participation in decisionmaking. On the other hand, long-term implementation of the professional
model of organization strengthens the assumption that it is necessary for all the
members of an organization to equally participate in decision-making within the
organization, and this creates the basis for the development of task or ‘guided
missile’ culture. Task culture and ‘guided missile’ culture force their members to
focus on tasks and work structure, which complies with the implementation of
the professional model of organization, based on the application of standardized,
formalized procedures to realize projects and solve clients’ problems. On the
other hand, the implementation of the professional model of organization will in
time strengthen the assumption that a formal structure is more important than
interpersonal relations, which will then constitute the basis for the development
of task and ‘guided missile’ culture. Thus, we may establish the following
hypothesis: