It is therefore necessary to analyse the existing culture to provide information
on how HR strategies will need to be shaped. The analysis may cover the
following 12 points listed by Cooke and Lafferty (1989)^65 in their organizational
culture inventory:
- Humanistic-helpful - organizations managed in a participative and
person-centred way. - Affiliative - organizations that place a high priority on constructive
relationships. - Approval - organizations in which conflicts are avoided and interper-
sonal relationships are pleasant, at least superficially. - Conventional - conservative, traditional and bureaucratically controlled
organizations. - Dependent - hierarchically controlled and non-participative
organizations. - Avoidance - organizations that fail to reward success but punish
mistakes. - Oppositional - organizations in which confrontation prevails and
negativism is rewarded. - Power - organizations structured on the basis of the authority inherent
in members' positions. - Competitive - a culture in which winning is valued and members are
rewarded for out-performing one another. - Competence / perfectionist - organizations in which perfectionism,
persistence and hard work are valued. - Achievement - organizations that do things well and value members
who set and accomplish challenging but realistic goals. - Self-actualization - organizations that value creativity, quality over
quantity, and both task accomplishment and individual growth.
Achieving vertical fit - integrating business and HR strategies
When considering how to integrate business and HR strategies it should be
remembered that business and HR issues influence each other and in turn