This culture puts lots of assurance into the individual members, which is the opposite of the role culture. In role cultures, the individual is not as important as the actual role or job itself. Efficiency in the organisation relies on, instead of individuals, the responsibility and share of the work. This style of culture would suit an individual that requires security and inevitability in the workplace, however, this is a culture that reacts slowly to change. Task cultures are similar to role cultures, in that they are job orientated. On the other hand, task cultures work best where speed, sensitivity and inventiveness are most important. This culture is one that is preferred by the majority of managers because it "brings together the appropriate resources, the right people at the right level of the organisation and lets them get on with it." While the culture preferred by the majority of individuals is the person culture, because the centre point of the organisation is that of the individual. But this theory does not agree with the majority, because it is not possible for the workers to share a common culture if their departments are broken down into separate cultures.
According to a number of books published on organisational cultures, it is believed that having a strong culture implies having a strong organisation. But for the organisation to be a success, the culture must be worked on until what is required, i.e. what is right for the company at that particular period of time, is found. Managers can use culture to instigate change that certainly could improve the performance of the organisation. Plus, the stronger the culture is, then the less need there is for in-depth measures and rules, because employees will follow the culture unconsciously. In some cases, organisations encounter "culture inferiority", as said by Rosabeth Moss Kanter This is when organisations become sceptical about their own capabilities, and assume that the only way forward is to employ top professional talent from other organisations.
