The Boston Matrix

“Culture is the way things are done round here” – my A-Level Business teacher. Culture plays an instrumental role in a business, affecting all of the aspects, from corporate strategy to employee motivation. Organisational culture can affect the organisational structure of a business, particularly the hierarchy. In this post we will look at why do businesses need a culture, what are some determiners of culture and gain insight into the four culture models, as seen in Charles Handy’s management theory.

Firstly, the question one might pose is why do we need a culture? There are numerous benefits to having a strong culture within a business. A strong culture provides a sense of identity for employees, as they can identify with others and it increases the commitment of employees to business. Furthermore, it motivates workers in their roles and helps employees understand what is going on around them. A strong culture reinforces the values of an organisation, and can also be used as a ‘control device’ for management. A weak culture exists where it is difficult to identify factors that form the culture or where a range of sub-cultures exist – making the culture difficult to define.

So what determines whether an organisation has a strong or a weak culture? Surface manifestations, for example mottoes, stories, myths and the physical layout of a premises can all play a role. An office space with enclosed cubicles for their workers is more likely to isolate employees and create a weak culture than an open-plan space which fosters communication and collaboration. The core organisational values can also reflect the actual culture, however it may. This could be dependant on the level of an employee in the business. For example, management may have the idea that ‘the customer is always right’, however an employee on the shop floor operating the tills may not be connected to the culture quite so strongly as they may disagree with that particular value. Furthermore, basic assumptions, the unsaid beliefs and ways of working that form the general attitude of the workforce, play a role in informing the culture too. They represent the totality of individual beliefs and how those beliefs translate into behaviour. These basic assumptions are ‘invisible’ and below the surface, making them difficult to see, understand, and change.

Power culture

A power culture is centred around a dominant source of authority, where decision-making is tightly controlled by a few key individuals. In these environments, formal rules matter far less than personal influence, leading to a competitive—sometimes political—atmosphere. Power-holders can often override procedures, which creates a fast-moving but unpredictable organisational climate.

Role culture

In a role culture, authority is tied to a person’s position rather than their personality or influence. Decisions are guided by established rules, procedures, and clearly defined responsibilities, creating a stable and bureaucratic structure. This type of culture relies on a formal hierarchy and works best in organisations where consistency, reliability, and clarity are essential.

Task culture

Task culture revolves around expertise and the ability to get things done. Teams are formed based on the skills needed for specific projects, and they often dissolve once the task is completed. This leads to a dynamic, flexible environment where collaboration and problem-solving are prioritised. It’s a culture that thrives in fast-changing industries where adaptability is key.

Person culture

Person culture places the individual at the centre of the organisation, with the structure existing primarily to support the needs and professional growth of its members. People often work independently, even though they may share similar skills or expertise, and collaboration tends to be limited. This culture is common in professions such as consulting, academia, or independent specialists who value autonomy and self-direction above organisational control.