ial culture in that there are no sanctions that can be used against [the] [professors], [and] [d]ismissal, money perks, or punishment are all outside the jurisdiction of the leader (Handy p. 97). Furthermore the author states that these decisions are made by a group of equals and not an individual.In essence, the author asserts that the Dionysus culture is becoming more prevalent in society. The author states that [t]here is a growing band of new professionals--individuals who define themselves according to their trade, not just doctors and lawyers, but now also the systems analyst, research scientist, public relations adviser, and consultant (Handy p. 100) Furthermore, Handy asserts that these types of people view themselves as independent professionals who have temporarily lent their services or skills to an organization. According to the author, most people who belong to this culture are young and usually talented and can command an open market salary and reputation (Handy p. 102). In essence, the author argues that in order for a manager to be successful, the manager must first be aware of the different organizational cultures that exist within his or her organization. Once a manager is aware of the different cultures present in an organization, the manager may be effective as a liaison between the different cultures thereby eliminating slack or inefficiency....
