Clan Culture Research Paper

The Clan Culture As Cameron and Quinn describe each culture in great depth in the context of for-profit companies, this paper will summarize the cultures and apply them to the foundation setting. Starting from the top left box of the quadrant, the Clan culture is one that is similar to a family-run organization. The culture is marked by “shared values and goals, cohesion, participativeness, individuality, and a sense of we-ness” (Cameron & Quinn, 1999, p. 36). One would find a great deal of teamwork in these organizations, and a significant commitment to foster inclusion and having everyone’s voice heard. This culture might sound very appealing to foundation management. It might mirror the foundation’s values of inclusion and humility at every level. A Clan culture reflects a high value placed on flexibility and a strong internal focus. However, a foundation that finds itself squarely in this category might be failing to learn from communities and other stakeholders.
Clan
The Ford Foundation has done this through its Good Neighbor Committee. This is a committee comprised of staff members of the foundation who come from the administrative, investment and grant-making divisions of the foundation. Participation is limited to those who do not normally recommend grants as part of their regular duties. The committee makes contacts with nonprofit organizations working in Midtown Manhattan, the area that surrounds the foundation’s headquarters. The committee conducts site visits, responds to grant proposals and prepares grant recommendations that are then presented to the foundation’s president for approval. The purpose of this program is to allow those in the foundation without grant-making experience to understand the role of the grant maker and better understand the grant maker’s impact (The Ford Foundation,