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3 Bureaucratic culture – pragmatic culture

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There is much research concerning the problems of the bureaucratisation of organisational cultures, which has led to the creation of this typology90. ←51 | 52→Bureaucratic cultures are bound by a number of formalised rules, orders and prohibitions, which standardise an organisation’s life in every detail. These are cultures of the written word, with limited and routine interpersonal contact. Pragmatic cultures are characterised by a lack of detailed organisational regulations (Tab. 7). There is a clear orientation towards verbal communication of an interpersonal character. The dichotomy between bureaucratic and pragmatic ←52 | 53→cultures is deeply rooted in social values, which then spread to organisational cultures91.

Tab. 7: Bureaucratic vs. pragmatic cultures. Source: Own work.

Features Bureaucratic culture Pragmatic culture
Formalisation High; written communication and documentation prevail. Low; verbal communication prevails.
Approach to changes Careful, sceptical; changes entail the creation of new regulations. Positive; changes are related to striving for the improvement of the organisation.
Basis for organisational power Formal, impersonal, described and precisely indicated prerogatives. Prerogatives of formal and informal sources of power, personal power, often unspecified.
Integration Around formalised rules determined in documents, i.e. mission statements.Striving for homogenisation. Around people or problems.Heterogeneity, changeability and a conflict of interests of subcultures are allowed.
Values Order, unity, clarity. Effectiveness, speed of action, flexibility.
Cultural Reflection in Management

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