Although every company is unique, a conscious review of industries and businesses reveals a pattern of cultures that suit certain types of visions, missions, companies and employee personalities.

Here, we touch on major cultural attributes and the companies that fare best with those cultures, and review the personalities that prefer small or large organizations. Use this information as a kickoff to examining your culture, and the traits that benefit your business most. (Remember, this is merely a discussion-starter. Company cultures are entities intricately woven from many human interactions.)

The culture club
Terms for company cultures surface and resurface so often that they become mainstream and the stereotype that created the term is now what legitimately defines the category. The challenge in using these terms lightly is that they can lose their meaning, or seem easy to adopt. Haven’t we all heard large corporations professing, "We’re a flat organization" — when in fact flat organizations take a lot of TLC (and a limited number of people) to be successful and are rarely flat in the truest sense of the term.

Need to get reacquainted with common company cultures as you work toward improving your own? We’ve provided summaries below to use as a launching pad for discovering or reinforcing the culture that best suits your company.

Hierarchical—Typified by strata of management and clear-cut, vertical reporting relationships, hierarchical cultures thrive in large companies that have a central nerve system where decisions are made at headquarters using recommendations from the field. Also, organizations that require stringent approvals before ‘product-release’ are served by a chain of command that can catch problems before they hit the streets. The Food & Drug Administration is a good example of an organization that succeeds as a hierarchy.

Lean and fast—While attempted or professed by many companies, the lean-and-fast culture requires a specific combination of physical and mental traits, such as a solid infrastructure that can withstand and live up to the fast pace, and employees that are willing and able to continually change (not change averse). Being focused on solutions, rather than problems is essential to remain fast. Being resourceful and driven help keep the company lean. Customer service is not typically on the top of these companies’ agendas—time to market and profits are. Many internet and software companies, at least in their highly competitive start-up phase, exemplify this model.

Entrepreneurial—Derived from the French meaning to undertake, entrepreneurial organizations (and its owner and employees) organizes, operates and assumes the risk for business ventures. Fueled by a vision, purpose or ideas, these organizations are comfortable with change and are deeply rooted in common goals for the business. Self-responsibility and service are key employee traits.

Familial—Any organization in which you want customers and employees to feel as if they are part of a larger family, where elements such as knowing people’s names, being involved in outside activities together and more-personal information is shared to benefit the business itself. A restaurant might fit this category, and so might a hospice.

Bureaucracy—Straight from The American Heritage Dictionary: Any administration in which the need to follow complex procedures impedes effective action. (While this might not be an intended culture, your company might be a bureaucracy…do you want it to be?)

The magnetic appeal of small and large companies
Okay, you’ve got your eye set on the culture that’s best for your business. Now, who are the people that want to work in that environment? Use the information below to help craft profiles of the people who will most likely thrive in your business, based on the size of your business. Again, this chart is a discussion guide, and should be used as such. Suggestion: Use this information not as an absolute, but to begin a discussion with employees about the company culture and how the company size affected their decision to join.

Small Organizations generally appeal to someone who:	Large companies typically appeal to people who want:
— Want a high level of participation and influence on decision-making	— Colleagues and team support
— Want access to and to be mentored by company leaders	— The anonymity that large departments offer
— Want visibility and merit-based opportunities for promotion	— Job role parameters that focus efforts in a smaller, more concentrated area of expertise
— Want to have a variety of responsibilities	— Team-based performance measurement
— Can weather risk in exchange for rewards	— The perceived security of employment with a large company
— Prefer to self-manage some of the time	— The prestige associated with working for a large, recognized company
— Are organized and good time managers	— Hierarchy
— Enjoy knowing all or most people in the organization by first name	— To avoid conflict
— Enjoy constant learning and steep learning curves, even if that brings criticism	— A multi-level approach and approval process for projects, and shared accountability
— Are able to work effectively solo as well as in a group	— A standard rhythm to the work week
— Can (and prefer to) work at a fast pace	— A set routine of responsibilities

Remember, this information is food-for-thought, not customized counsel. The most effective interpersonal and organizational communication program is one that's been tailored to meet the unique needs of your group. If you have questions, connect with a communication advisor or e-mail us for suggestions.