It is easy to dismiss a connection between popular culture and management theory as contrived, yet a surprising amount can be learned about organisations by looking at the cultures they adopt. One of the most enduring ways of understanding those cultures draws directly on Greek mythology.
In his influential book Gods of Management: The Changing Work of Organisations, Charles Handy uses four Greek gods, Zeus, Apollo, Athena and Dionysus, to explain four distinct cultures that an organisation may adopt. Each offers a memorable way to recognise how a business is structured, where its strengths lie, and where it may struggle.
Zeus and the power culture
Zeus is the king and father of the gods, ruling over the weather as well as law, order and justice, and in mythology he is the most powerful of all. The organisational culture associated with Zeus is dynamic and entrepreneurial in spirit. All lines of communication run to and from a central figure, and this leader makes most of the decisions, usually quickly, which can be a real strength in a fast-moving business. The potential weakness is that the success of such centrally led organisations depends heavily on the calibre of that single leader. This is sometimes described as a club culture.
Apollo and the role culture
Apollo, by comparison, represents a role culture. Apollo is more aesthetic, embracing order and rules as well as arts, knowledge and healing. In this type of organisation it is assumed that people are rational, and roles are clearly defined and discharged according to set procedures. Staff are defined by their job descriptions rather than their personalities, which creates an atmosphere of stability and certainty, and a strength in its continuity. The weakness, once again, is a reduced ability to adapt quickly or to generate change.
Athena and the task culture
As the goddess of intelligence and wisdom, Athena represents a task culture. Here, management is concerned with solving a series of problems, drawing on resources from across departments to meet current needs. This approach often creates working parties, sub-committees, task forces and study groups assembled on an ad hoc basis, and it has a particular advantage where flexibility is required. The organisation recognises and makes the most of the expertise held by its people.
Dionysus and the existential culture
The fourth culture belongs to Dionysus, the god of wine, festivities and celebration. In this existential culture, the organisation exists to serve the individuals within it rather than the other way around. These are often groups of professionals, such as lawyers or consultants, who work together with no clearly identified leader. The structure requires a high level of coordination to function, and often a small core of staff carry out work to support the professionals and specialists, who draw on shared services only as and when their particular skills are required. This type of organisation can become increasingly common, though it is worth recognising that members may feel little allegiance to the organisation or to a single project leader.
Why organisational culture matters
Although matching an organisation against these gods, or cultures, is a light-hearted exercise, the underlying message is an important one for managers. To be an effective manager or leader, it is essential to understand your organisational culture and to recognise its strengths and weaknesses, so that you can shape the most productive and rewarding workplace possible.
How Professional Academy Supports Your Journey
Developing the insight to read and shape organisational culture is exactly the kind of skill that structured management training builds. Professional Academy delivers CMI management and leadership qualifications designed to develop these capabilities at every level, from emerging managers through to senior leaders. To explore which qualification is the right fit, the qualification advice team can talk through the options.
Find out more about CMI management and leadership qualifications or speak directly with the team.
