Because of the focus on the role this culture tends to be impersonal, and by implication restrictive, suppressing individuals attempts at system improvements. It doesn t take much thought to work in a role culture. Change is therefore relatively slow and is often only brought about by fear. Hardly the best atmosphere for a progressive quality movement. The task culture is one where management is basically concerned with the continuos and successful solution to problems.
Performance is judged in terms of results and problems solved.
Although a structure exists it is flexible and capable of being formed and reformed depending upon the task in hand. Handy likens it to a net where the power comes from the junctions or interstices. The organisation is therefore a more loosely bound than the role model. Power and respect come from individual knowledge rather than rank or position. The power being influenced from various positions depending upon the current task.