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Testing The Moderating Effects of Organization

O However, the organizational structure can strengthen or even change the existing organizational culture. Therefore, the relation of organizational culture and structure is twofold. The operationalization of matching organizational culture and structure becomes possible when we compare Handy’s and Trompenaar’s classifications of types of organizational culture (Handy, 1996; Trompenaars, 1991) with Mintzberg’s models of organizational structure (Mintzberg, 1979). In these classifications both cultures and structures differ from one another according to the same criteria: the criterion of distribution of power in an organization, and the criterion of orientation towards tasks or people. As a result the hypotheses on matching individual types of organizational culture and models of organizational structure can be established. Role culture or ‘Eiffel Tower’ culture implies the implementation of the bureaucratic model of organization; task culture or ‘guided missile’ culture corresponds to the professional model of organization; power culture, or family culture, corresponds to the implementation of the simple model of organizational structure; and people culture, or incubator culture, implies the implementation of the adhocracy model.