Assignment on Organisation Culture

Ans to Q1

In what ways has the Schein model of organizational culture been influential in shaping
our understanding of organizational culture? How can this model be applied in
practice?

Introduction

The Schein model of organizational culture, developed by Edgar Schein, provides a

framework for understanding the layers and elements of organizational culture. In a
nutshell, the model consists of three levels:

1 Artifacts and Behaviours: This is the visible layer of culture, encompassing

observable behaviours, physical symbols, and artifacts within an organization.
It includes aspects such as dress code, office layout, communication patterns,
and rituals. These visible manifestations offer clues about the deeper layers of
culture.

2 Espoused Beliefs and Values: This level represents the espoused values,
beliefs, and norms that are communicated explicitly within the organization. It
includes the stated mission, vision, and guiding principles. These espoused
values may be articulated through official documents, statements, or corporate
communications.

3 Basic Underlying Assumptions: This is the deepest and most fundamental layer
of culture, consisting of unconscious and taken-for-granted assumptions and
beliefs. These assumptions are deeply ingrained and influence behavior without
conscious awareness. They shape individuals' perceptions, interpretations, and
actions within the organization.

Concepts and Application related to the question

The Schein model of organizational culture, developed by Edgar Schein, has had a
significant influence on shaping our understanding of organizational culture. This
model highlights the underlying layers of culture within an organization and
emphasizes the role of shared assumptions, beliefs, and values. Here are a few ways
in which the Schein model has been influential:

1 Levels of Culture: The model proposes three levels of organizational culture:

artifacts and behaviours, espoused beliefs and values, and basic underlying
assumptions. This framework helps us understand that culture is not just about
visible behaviours and practices but also encompasses deeper, often
unconscious, assumptions that guide behaviour. It emphasizes the importance
of digging beneath surface-level manifestations to truly understand
organizational culture.

2 Culture as a Social Construct: The Schein model emphasizes that culture is a

shared and socially constructed phenomenon. It recognizes that culture is
created and maintained through interactions, communication, and socialization
processes within the organization. This perspective highlights the collective
nature of culture and the role of individuals and groups in shaping and
perpetuating cultural norms.

3 Influence on Organizational Change: The Schein model has been influential in

guiding organizational change efforts. It highlights that changing organizational
culture requires addressing the underlying assumptions and values that shape
behaviour. By identifying and challenging deeply held beliefs, organizations can
drive meaningful cultural transformation.

4 Diagnostic Tool: The Schein model provides a diagnostic tool for assessing and
understanding organizational culture. It helps researchers, consultants, and
practitioners analyze cultural elements at different levels and identify areas of
alignment or misalignment with desired values and goals. This understanding
can inform interventions and initiatives aimed at shaping and managing
organizational culture.

In practice, the Schein model can be applied in several ways:

1 Cultural Assessment: Organizations can use the model to assess their existing
culture and gain insights into the underlying assumptions and beliefs that
influence behaviour. This assessment can be done through interviews, surveys,
or observation, providing a comprehensive picture of the organizational culture.

2 Cultural Change Initiatives: The model can guide cultural change efforts by
identifying the underlying assumptions that need to be addressed.
Organizations can design interventions and strategies to challenge and
reshape these assumptions, aligning them with desired values and goals.

3 Leadership Development: The model can be used in leadership development

programs to help leaders understand and navigate the cultural dynamics within
their organization. It can enhance leaders' ability to influence and shape culture
by making them aware of their own assumptions and how they impact their
leadership approach.

4 Mergers and Acquisitions: The Schein model can be applied during mergers
and acquisitions to assess the cultural compatibility between organizations. It
helps identify potential cultural clashes and facilitates integration efforts by
understanding the underlying assumptions and values at play.

Overall, the Schein model has been influential in deepening our understanding of
organizational culture and its impact on behaviour and performance. By applying this
model in practice, organizations can gain insights into their culture, drive cultural
change, and create a more aligned and effective organizational environment.

Conclusion

In conclusion, the Schein model of organizational culture has significantly influenced

our understanding of culture within organizations. It has highlighted the multi-layered
nature of culture, emphasizing the importance of underlying assumptions and values
that shape behavior. The model has provided valuable insights into the social
construct of culture, its role in organizational change, and its impact on individual and
collective behaviour.

The Schein model serves as a practical tool for assessing and understanding
organizational culture. It enables organizations to diagnose their culture, identify areas
of alignment or misalignment, and guide interventions aimed at shaping and managing
culture effectively. It has proven useful in various contexts, including cultural change
initiatives, leadership development, and mergers and acquisitions. By applying the
Schein model in practice, organizations can gain a deeper understanding of their
culture, challenge and reshape underlying assumptions, and foster a culture that
aligns with their values and goals. Ultimately, this can lead to improved performance,
employee engagement, and organizational effectiveness. The model's influence and
practical applications make it a valuable framework for understanding and managing
organizational culture.

The Schein model suggests that to truly understand organizational culture, it is

necessary to delve beyond the surface-level artifacts and behaviours and uncover the
underlying beliefs and assumptions. The model recognizes culture as a social
construct that is created and maintained through interactions, communication, and
socialization processes within the organization. By understanding and addressing the
deeper layers of culture, organizations can effectively shape and manage their culture,
align it with their strategic goals, and drive desired behaviours and outcomes. The
Schein model serves as a valuable framework for cultural assessment, change
management, and leadership development within organizations.
Ans to Q2

How do different cultural dimensions, such as individualism-collectivism or power

distance, affect organizational culture? How can leaders use this understanding to
create a more inclusive and diverse workplace?

Introduction

Leaders who actively incorporate cultural dimensions into their leadership approach
contribute to an organizational culture that appreciates and respects diverse
perspectives, fosters innovation, and creates a sense of belonging for all employees.
Embracing cultural diversity and inclusivity is not only the right thing to do but also
brings tangible benefits to organizations in terms of increased creativity, improved
problem-solving, and enhanced employee satisfaction and retention.

Concepts and Application related to the question

Different cultural dimensions, such as individualism-collectivism and power distance,

have a significant impact on organizational culture. These dimensions shape the
values, beliefs, behaviours, and communication patterns within an organization.
Here's how they can affect organizational culture:

1 Individualism-Collectivism: This dimension refers to the extent to which

individuals prioritize their own interests versus the interests of the group. In
individualistic cultures, the focus is on personal goals, autonomy, and
competition. In collectivistic cultures, the emphasis is on group harmony,
cooperation, and loyalty. This dimension influences decision-making
processes, teamwork, and the importance placed on individual achievements
versus collective success within the organizational culture.

2 Power Distance: Power distance refers to the acceptance and expectation of

hierarchy and unequal distribution of power in a society. In high power distance
cultures, there is a greater acceptance of authority and hierarchical structures.
In low power distance cultures, there is a preference for more egalitarian
relationships and participative decision-making. This dimension influences the
communication style, decision-making processes, and the degree of employee
empowerment within the organizational culture.

Understanding these cultural dimensions allows leaders to create a more inclusive and
diverse workplace by:

1 Recognizing and Valuing Cultural Differences: Leaders can foster inclusivity by

recognizing and valuing the diversity of cultural backgrounds and perspectives
within the organization. This includes acknowledging and appreciating different
communication styles, decision-making preferences, and approaches to
teamwork based on cultural dimensions.

2 Adapting Leadership Style: Leaders can adapt their leadership style to

accommodate different cultural dimensions. For example, in individualistic
cultures, leaders can provide opportunities for individual recognition and
autonomy. In collectivistic cultures, they can emphasize teamwork,
collaboration, and collective decision-making.

3 Encouraging Collaboration and Cross-Cultural Exchange: Leaders can create

opportunities for employees from different cultural backgrounds to collaborate,
share experiences, and learn from one another. This can foster understanding,
empathy, and appreciation for cultural differences, leading to a more inclusive
and culturally diverse workplace.

4 Promoting Open Communication Channels: Leaders can establish open and

transparent communication channels that encourage employees to voice their
opinions, ideas, and concerns, irrespective of their cultural background. This
helps to break down power distance and create a more egalitarian and inclusive
work environment.

5 Providing Cultural Sensitivity Training: Leaders can offer training programs that
enhance employees' cultural sensitivity and cross-cultural communication skills.
This equips employees with the knowledge and skills needed to navigate
cultural differences effectively and respectfully.
By understanding and leveraging cultural dimensions, leaders can create a workplace
that embraces diversity, fosters inclusivity, and harnesses the collective strengths and
talents of employees from various cultural backgrounds. This, in turn, contributes to a
more innovative, engaged, and successful organization.

Conclusion

In conclusion, cultural dimensions such as individualism-collectivism and power

distance have a significant impact on organizational culture. These dimensions shape
values, behaviors, communication styles, and decision-making processes within an
organization. Understanding and considering these cultural dimensions is crucial for
leaders in creating a more inclusive and diverse workplace. By recognizing and valuing
cultural differences, adapting leadership styles, encouraging collaboration and cross-
cultural exchange, promoting open communication channels, and providing cultural
sensitivity training, leaders can foster an inclusive and culturally diverse work
environment. This understanding allows leaders to leverage the strengths of
employees from different cultural backgrounds and create a workplace that embraces
diversity, enhances employee engagement, and drives organizational success.
Ans to Q3 - a)

a. In what ways can organizational culture models be used to improve organizational

performance? What are some of the challenges associated with using these models
in practice?

Introduction

There are several organizational culture models that are commonly used to
understand and analyze organizational culture. Some of the prominent ones include:

1 Schein's Model of Organizational Culture: Edgar Schein's model focuses on

three levels of culture: artifacts and behaviours, espoused beliefs and values,
and basic underlying assumptions. It emphasizes the importance of underlying
assumptions in shaping organizational behaviour and provides a framework for
understanding cultural dynamics.

2 Competing Values Framework: The Competing Values Framework, developed

by Cameron and Quinn, categorizes organizational cultures into four types: clan
culture, adhocracy culture, market culture, and hierarchy culture. It helps
organizations identify their dominant culture and assess its impact on
performance.

3 Denison's Model of Organizational Culture: The Denison model evaluates

organizational culture based on four core dimensions: mission, adaptability,
involvement, and consistency. It provides a comprehensive framework for
assessing culture's impact on organizational effectiveness.

4 Cultural Dimensions Framework: Developed by Geert Hofstede, the Cultural

Dimensions Framework identifies six cultural dimensions: power distance,
individualism-collectivism, masculinity-femininity, uncertainty avoidance, long-
term orientation, and indulgence-restraint. It helps organizations understand
cultural differences across countries and their influence on organizational
behaviour.

5 OCAI (Organizational Culture Assessment Instrument): The OCAI model,

developed by Cameron and Quinn, assesses organizational culture based on
four competing values: flexibility, stability, internal focus, and external focus. It
helps organizations understand their current and preferred cultural orientations.

6 Johnson and Scholes' Cultural Web: The Cultural Web model provides a holistic
view of organizational culture by examining six interrelated elements: symbols,
rituals and routines, stories, organizational structure, control systems, and
power structures. It helps identify the underlying assumptions and values that
shape organizational behaviour.

These models offer different perspectives and frameworks for understanding and
assessing organizational culture. Organizations can choose the model that best suits
their needs and use it to gain insights into their culture, identify areas for improvement,
and align the culture with strategic goals.

CONCEPT & APPLICATION

Organizational culture models can be used to improve organizational performance in

several ways:

1 Understanding and Alignment: Culture models help organizations understand

their existing culture and assess its alignment with strategic goals. By identifying
gaps or areas of misalignment, organizations can take targeted actions to align
the culture with desired performance outcomes.

2 Cultural Transformation: Culture models provide a roadmap for cultural

transformation initiatives. They help organizations identify the desired cultural
traits and behaviours that support improved performance. By leveraging these
models, organizations can design interventions, communication strategies, and
training programs to drive cultural change and improve performance.

3 Employee Engagement and Retention: A positive organizational culture fosters

employee engagement, satisfaction, and retention. Culture models can guide
organizations in creating a supportive and inclusive culture that values
employees, promotes collaboration, and provides growth opportunities. This, in
turn, enhances employee motivation, productivity, and loyalty, leading to
improved organizational performance.

4 Adaptability and Innovation: Organizational culture models can promote

adaptability and innovation by encouraging a culture of learning,
experimentation, and openness to new ideas. By fostering a culture that values
creativity, risk-taking, and continuous improvement, organizations can enhance
their ability to adapt to change and drive innovation, ultimately improving
performance.

While organizational culture models offer valuable insights and guidance, there are
challenges associated with their practical application:
1 Complexity and Subjectivity: Culture is a complex and multifaceted concept,
making it challenging to measure and define precisely. Different stakeholders
may have different interpretations of culture, leading to subjectivity and potential
disagreements.

2 Resistance to Change: Changing an organizational culture is a complex and

often challenging process. Resistance to change, deeply ingrained beliefs, and
cultural norms can hinder the successful implementation of culture models and
transformation initiatives.

3 Time and Resources: Transforming an organizational culture requires time,

resources, and sustained effort. It is not a quick-fix solution, and organizations
need to allocate the necessary resources and commitment for long-term cultural
change.

4 Integration with Other Organizational Processes: Embedding culture models

into existing organizational processes, such as performance management,
recruitment, and training, can be challenging. Ensuring consistency and
alignment between culture models and these processes is essential for
sustained improvement in organizational performance.

Despite these challenges, organizations that effectively utilize culture models, address
the associated barriers, and commit to a long-term cultural transformation journey can
reap significant benefits in terms of improved performance, employee engagement,
innovation, and adaptability.

Overall, the successful application of culture models requires strong leadership

commitment, stakeholder involvement, clear communication, and a systematic
approach to managing cultural change.

Conclusion

In conclusion, organizational culture models can be powerful tools for improving

organizational performance. They provide insights into the existing culture, guide
cultural transformation initiatives, enhance employee engagement and retention, and
promote adaptability and innovation. By leveraging these models, organizations can
align their culture with strategic goals, create a supportive and inclusive work
environment, and drive performance improvements.
Organizational culture models offer several benefits for an organization. Some of the
key benefits include:

1 Understanding and Clarity: Culture models help organizations gain a deeper

understanding of their existing culture. They provide a structured framework to
assess and analyze the different elements, values, and behaviors that shape
the organization's culture. This understanding brings clarity to the shared
values, norms, and beliefs that drive organizational behavior.

2 Alignment with Strategic Goals: Culture models enable organizations to align

their culture with their strategic goals. By assessing the current culture and
identifying any gaps or misalignments, organizations can take targeted actions
to shape the culture in a way that supports and reinforces their strategic
objectives. This alignment enhances organizational performance and
effectiveness.

3 Cultural Transformation: Culture models provide a roadmap for cultural

transformation initiatives. They help organizations identify the desired cultural
traits, behaviors, and values that are necessary for success. With the help of
these models, organizations can design and implement interventions,
programs, and practices that facilitate cultural change, fostering a more positive
and productive work environment.

4 Employee Engagement and Retention: A strong and positive organizational

culture contributes to higher employee engagement and retention. Culture
models help organizations identify and reinforce the cultural elements that drive
employee satisfaction, motivation, and commitment. By nurturing a culture that
values employees, promotes collaboration, and offers opportunities for growth
and development, organizations can create a work environment that attracts
and retains top talent.

5 Innovation and Adaptability: Organizational culture models can foster a culture

of innovation and adaptability. By understanding and shaping the cultural
elements that support creativity, risk-taking, and learning, organizations can
enhance their ability to adapt to changing market dynamics, embrace new
technologies, and drive innovation. This promotes agility and a competitive
edge in the marketplace.

6 Organizational Identity and Branding: Culture models help organizations define

and communicate their unique organizational identity and brand. A strong and
well-defined culture becomes a key differentiating factor and a source of
competitive advantage. It attracts customers, partners, and stakeholders who
resonate with the organization's values and purpose.

7 Improved Performance and Results: Ultimately, a well-aligned and positive

organizational culture leads to improved performance and results. When
employees feel a sense of belonging, are engaged, and share common values,
they are more motivated, productive, and committed to achieving organizational
goals. This, in turn, drives overall performance, productivity, and success.

By leveraging organizational culture models, organizations can harness the power of

culture to create a strong, cohesive, and high-performing organization that thrives in
today's dynamic business environment.
However, there are challenges associated with using culture models in practice.
Complexity and subjectivity in measuring and defining culture, resistance to change,
allocation of time and resources, and integration with existing organizational
processes are some of the key challenges organizations may face.

To overcome these challenges, organizations must commit to a long-term cultural

transformation journey, address resistance to change, allocate sufficient resources,
and integrate culture models into various organizational processes. Strong leadership,
stakeholder involvement, clear communication, and a systematic approach are
essential for successfully leveraging culture models to improve organizational
performance.

Overall, by navigating these challenges and effectively utilizing culture models,

organizations can foster a positive culture that drives performance, enhances
employee satisfaction, and positions them for long-term success in a dynamic
business environment.
Ans to Q3 - b)

How can leaders leverage organizational culture models to create a positive workplace
environment? Give a contextual example?

Introduction

Leaders should leverage organizational culture models for several reasons:

1 Understanding and Diagnosis: Organizational culture models provide leaders

with a framework to understand and diagnose the existing culture within their
organization. This understanding helps them identify the strengths,
weaknesses, and areas for improvement in the culture. It provides insights into
the values, beliefs, and behaviors that shape the workplace environment.

2 Alignment with Strategic Goals: Culture models enable leaders to align the
organizational culture with the strategic goals of the organization. By assessing
the current culture and identifying any misalignments, leaders can take targeted
actions to shape the culture in a way that supports and reinforces the
organization's strategic objectives. This alignment enhances organizational
performance and drives success.

3 Cultural Transformation: Culture models serve as a roadmap for cultural

transformation initiatives. They help leaders define the desired culture they want
to create and identify the necessary steps to get there. By leveraging culture
models, leaders can design and implement interventions, programs, and
practices that facilitate cultural change and create a more positive and
productive work environment.

4 Employee Engagement and Retention: A strong organizational culture

positively impacts employee engagement and retention. By leveraging culture
models, leaders can identify the cultural elements that drive employee
satisfaction, motivation, and commitment. They can foster a culture that values
employees, promotes collaboration, provides opportunities for growth and
development, and supports work-life balance. This, in turn, enhances employee
engagement and improves retention rates.

5 Innovation and Adaptability: Organizational culture models help leaders create

a culture that fosters innovation and adaptability. By understanding the cultural
elements that support creativity, risk-taking, and learning, leaders can shape
the culture to be more agile and responsive to changing market conditions. This
enables organizations to stay competitive, embrace new technologies, and
drive innovation.

6 Positive Work Environment: By leveraging culture models, leaders can create

a positive work environment where employees feel a sense of belonging, are
treated with respect, and have opportunities for personal and professional
growth. This promotes employee well-being, satisfaction, and a healthy work-
life balance.

7 Organizational Identity and Branding: Culture models help leaders define and
communicate the unique organizational identity and brand. A strong and well-
defined culture becomes a key differentiating factor and a source of competitive
advantage. It attracts customers, partners, and stakeholders who resonate with
the organization's values and purpose.

By leveraging organizational culture models, leaders can shape and nurture a culture
that drives performance, enhances employee satisfaction, and supports the
organization's strategic objectives. It provides a framework for understanding,
diagnosing, and transforming the culture, leading to improved organizational outcomes
and long-term success.

CONCEPT & APPLICATION

Leaders can leverage organizational culture models to create a positive workplace

environment in the following ways:

1. Assessing and Understanding Current Culture: Leaders can use culture models
to assess and understand the current culture within their organization. By
conducting surveys, interviews, or focus groups, they can identify the dominant
cultural elements, values, and behaviors that shape the workplace
environment.

Contextual Example: Let's say a leader in a tech company wants to assess the current
culture within their organization. They use the Competing Values Framework,
conducting employee surveys and interviews to understand the dominant cultural type.
Based on the findings, they discover that the organization has a strong adhocracy
culture, emphasizing innovation, risk-taking, and flexibility.

2. Defining and Communicating Desired Culture: With the help of culture models,
leaders can define and articulate the desired culture they want to create. They
can identify the values, behaviors, and norms that align with their organizational
vision, mission, and goals. By clearly communicating this desired culture,
leaders set the tone and expectations for the workplace environment.
Contextual Example: Building on the previous example, the leader in the tech
company wants to foster a more collaborative and inclusive culture alongside the
existing adhocracy culture. They define the desired culture as a mix of adhocracy and
clan cultures, emphasizing teamwork, shared values, and employee development.
They communicate this vision to the employees through town hall meetings,
newsletters, and other channels.

3. Role Modeling and Leadership Behavior: Leaders play a critical role in shaping
the workplace environment through their own behavior and actions. By aligning
their behavior with the desired culture and acting as role models, leaders inspire
and influence others to adopt the desired values and behaviors.

Contextual Example: In the tech company, the leader actively engages in cross-
functional collaboration, encourages open communication, and recognizes and
rewards teamwork. They personally exhibit the desired behaviors and hold others
accountable for doing the same.

4. Employee Engagement and Empowerment: Leaders can use culture models to

identify opportunities for enhancing employee engagement and empowerment.
They can create structures, processes, and practices that allow employees to
contribute their ideas, take ownership of their work, and have a voice in
decision-making.

Contextual Example: In the tech company, the leader introduces regular team
brainstorming sessions, where employees from different departments can contribute
ideas and propose improvements. They empower teams to make decisions at the
project level and provide resources and support for their initiatives.

5. Continuous Monitoring and Adjustment: Leaders should continuously monitor

the organizational culture, gather feedback, and make adjustments as needed.
They can use culture models as a reference point to evaluate progress, identify
areas of improvement, and ensure the desired culture remains embedded in
the workplace environment.

Contextual Example: The leader in the tech company regularly conducts employee
surveys, holds focus groups, and reviews performance metrics to gauge the
effectiveness of their culture-building efforts. Based on the feedback received, they
make adjustments to their strategies and initiatives.

By leveraging organizational culture models in these ways, leaders can create a

positive workplace environment that fosters collaboration, employee engagement, and
a sense of purpose. This ultimately leads to increased productivity, employee
satisfaction, and organizational success.
Conclusion:

In conclusion, leaders can leverage organizational culture models to create a positive

workplace environment by assessing and understanding the current culture, defining
and communicating the desired culture, role modelling and exhibiting the desired
behaviours, promoting employee engagement and empowerment, and continuously
monitoring and adjusting the culture-building efforts. By using culture models as a
guiding framework, leaders can shape the organizational culture in alignment with the
organization's vision, mission, and goals.

Creating a positive workplace environment is crucial for fostering employee

satisfaction, engagement, and productivity. It enables organizations to attract and
retain top talent, promote collaboration and innovation, and ultimately drive business
success. By leveraging culture models, leaders can provide a clear direction for the
organization, establish a shared set of values and behaviours, and create an inclusive
and supportive work culture.

However, it is important to note that effectively leveraging culture models requires

strong leadership commitment, consistent communication, and ongoing effort. It is a
continuous process that requires monitoring, feedback, and adjustment to ensure the
desired culture is embedded and sustained within the organization.

Ultimately, by using culture models as a guide and focusing on creating a positive

workplace environment, leaders can foster a culture that promotes employee well-
being, drives performance, and positions the organization for long-term success.