Read the following article.

PW, LOUISE BOELENS Organisational culture US organisational psychologist and advisor Robert Quinn is well-known for his ‘model of competing values’. The basis for this model is an empirical study by John Campbell and others who identified 39 factors which can be used to measure the effectiveness of an organisation. Statistical studies show that those indicators can all be grouped in one of two dimensions. The first is best summarised in short as

‘flexibility versus stability’, the second as

‘internal focus versus external focus’.

These two dimensions can be plotted as the lines of a quadrant, which can be used to classify the four main forms of organisational culture: adhocracy, family culture, hierarchy, and market culture.

Quinn and his research group found that all of these elements are found in any company, but that usually one of them is the dominant element.

They developed a simple questionnaire which can be used to determine what that pattern looks like in a particular organisation, as well as what it ideally should look like. The gap between the current and the desired situations indicates the objectives of culture change actions should focus on.

a Draw Quinn’s two dimensions of two axles perpendicular to each other. Fill in the typology by Harrison and Handy on this coordinate system as best as possible. Ten, fll in the typology by Deal and Kennedy.

b Which types are hardest to place into the two dimensions, and why?