Observable artifacts of organizational culture

Discussion Board 4: Chapter 10 Question

Discussion Board 4: Chapter 10 Question

· Chapter 10: Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
In 1980s, an American management professor named Edgar Schein developed an organizational culture model to define and reveal organizational culture as a powerful force in an organization (Hogan & Coote, 2014). Schein (1995) considered organizational culture as a set of assumptions that are a social force in a company. This social force is largely unseen yet extremely powerful (Hogan & Coote, 2014).

Daft (2016) describes culture as a “set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave (p. 386). Organizational culture is the intangible, informal, social behavior of the organization. Organizational culture is reflected in the image, inner dealings, and interactions with outside organizations and customers, and expectations. Although employees may come from different social backgrounds and have different education and experience levels, the organizational culture binds and shapes the organization. It is the written and unwritten rules and the shared attitudes, beliefs, customs of the employees and impacts the efficiency and performance of the organization. Organizational culture is evident in the following ways:

(1) the ways the organization conducts its business, treats its employees, customers, and the wider community,

(2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression,

(3) how power and information flow through its hierarchy, and

(4) how committed employees are towards collective objectives. (“Organizational Culture,” 2018, para. 1)

Organizational culture significantly influences innovation, change, effectiveness, and, ultimately company success.

Organizational culture is viewed at two levels: observable and underlying. The observable level are the visible, surface elements of the organization. At this level, external parties are able to view the symbols, ceremonies, stories, behaviors, dress, and physical setting of the organization (Daft, 2016). At the observable level, behavior patterns and outward manifestations of culture can be seen and heard. Artifacts, logos, slogans are typically used by organizations to portray to company’s values to the external public.

At the unseen, underlying level of organizational culture, the deeper values, assumptions, attitudes, beliefs, and feelings of the organizational members are unconsciously at work defining the culture (Daft, 2016). This is the deep-seeded, hidden level of organizational culture and cannot be viewed by external parties. These are the true values of the organization and can only be tested and seen within the organization by the employees through experience. Organizational ethics, control & decision making, responsibility, and commitment are all part of this level.

Culture plays a vital role in creating an organizational climate that enables learning and

innovation when faced with challenges, competitive threats, or new opportunities (Daft, 2016). A strong, positive cultural environment impacts employee’s responsiveness, motivation, resiliency, and adaptability to change. The right culture drives performance; therefore, creating and influencing a constructive culture in an organization culture should be one of a manager’s top focus areas (Daft, 2016). Observable behavior of managers who promote a constructive culture is they focus their attention on their employee’s needs and initiates change when it is for the greater good of the organization (Daft, 2016). The underlying, unseen values of managers who foster a constructive culture is they care deeply for all members of the organization, internal and external, and they value their employees and the processes that improve the organization (Daft, 2016).

Managers who allow non-constructive culture in their organization emphasize structure and consistency. “Their values discourage risk-taking and change” (Daft, 2016, p. 399). The observable behavior of a manager who enforces a non-constructive culture is they are bureaucratic and detached (Daft, 2016). They do not like to cause waves, take risks, or make necessary change. The underlying values of managers who permit a non-constructive culture are they career-focused and care more about themselves, than their employees or the organization. They value the status quo over change initiatives (Daft, 2016).

A world of information is at the fingertips of the researcher. With the use of the internet, outsiders can gain a wealth of information and knowledge about a company. With a few key strokes, the outsider can discover and interpret the culture of the organization based on the observable artifacts. The outsider can study the company’s mission, vision, rites, ceremonies, slogans, logos, and organizational structure. If the outsider searchers more extensively, they may be able to find the organization’s employee policies, which outlines dress, corporate policies and structure. However, the outsider is limited to the observable aspects of the organizations culture. The outsider may be able to glean about 45% of the company’s underlying culture by examining the values, assumptions, visible artifacts, and behaviors. By visiting the organization, the outsider may be able to interpret the work environment, employee and management attitudes and behaviors, stories and sayings, power relationships, and structure. However, as previously mentioned, the observable behaviors are a manifestation of the underlying company values (Daft, 2016).

For the outsider to truly be able to discern the underlying culture of an organization, they must become an insider of the organization. Employees within the organization with several years of experience will have first-hand knowledge and experience with the underlying values of the organization. Additionally, as an employee they will help shape underlying organizational values. According to Daft (2016), “To understand what is really going on in an organization requires some detective work and probably some experience as an insider” (p. 389). Only by becoming an insider, will one be able to know if the observable behaviors line up with the underlying values.

Biblical Integration
God created societies culture. In Acts 17:26, “From one man he made all the nations, that they should inhabit the whole earth; and he marked out their appointed times in history and the boundaries of their lands” (New International Version). In the Old Testament, at the tower of Babel, God used language to separate the people into societies and cultures throughout the world. Although, we are divided, God also tells use to work and live together in harmony. Live and work in harmony with one another. Romans 12:16-18, “Do not be haughty, but associate with the lowly. Never be wise in your own sight. Repay no one evil for evil, but give thought to do what is honorable in the sight of all. If possible, so far as it depends on you, live peaceably with all” (English Standard Version). Whether at work, in the church, or within our family, one must strive to create a strong, constructive culture.

Conclusion
Organizational culture is a driving force behind any organization. A constructive organizational culture can propel an organization forward, but a non-constructive organization can hamper organizational growth. Organizational culture is viewed from two levels: observable and underlying. The observable aspect can be evaluated from the outsider. It is the symbols, slogans, behaviors, dress and physical setting of the organization. The underlying values are the values, assumptions, and beliefs within the organization. The observable elements are a manifestation of the underlying values, but to truly be able to interpret the underlying values, one must be an insider.

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