NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Organization Culture
1. 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?

Answer: Edger H. Schein was the professor at Sloan school of management,

who is known for his books and articles based on organizational culture. He
developed the model explaining basic elements which can be used to study
different kinds of cultures that are practiced in the modern world.

According to Edger Schein – Organizations do not adopt a culture in a single

day, instead it is found in due course of time as the employees go through
various changes, adapt to the external environment and solve problems. He
developed a model to increase the cultural visibility in the organizational
culture. The model consists of primarily, three levels:

Artifacts

Values

Assumptions
Artifacts: Artifacts are the visible elements in the organizational culture that can
be easily observed by an outsider. It consist of the architecture, logo, dress code,
facilities, mission, vision, behavior of the employees as well as myths and stories
about the organization. The reason for these things to have exist and exercised
may not be known. At times, the symbols and the outwards can be misleading.

From an outsider’s point of view, if the routine and interaction among the staff is
informal and casual, there can be a perception of them being casual and laid back.
This can be a person’s own understanding of informality and working norms. But
it should not reduce the underlying values of any organization based upon the
artifacts only.

Values: These are a deeper level to the widespread superficial artifacts which are
known as Values. The values in organization are generally adopted by top-level
employees or the founders of the entity. Whereas, the values displayed by the
top managers should be concreted by some general and shared assumptions
depicting how an organization should run & employees should be managed. This
states a general underlying of how employees react to situation or what is the
mindset that is practiced in an organization, because it eventually influences and
stimulates the work culture of a place.

Assumptions: The deep embedded beliefs and facts that are difficult to decipher
are known as assumptions. They depict the basic values shared within a specific
organizational culture. These cannot be measured but have impact on the culture
of the organization. As it is believed that architectures should provide with latest
designs and rock solid reliability for endurance capacities of any building. Any
question of safety is inconceivable. So, the basic assumptions are almost
impossible to be altered as they are expected to be followed eternally.
By using Schein’s model of culture, the seniors and leaders are able to
comprehend the cultural elements of an organization in a better way and also,
figure out the basic ground of commonality between deep rooted assumptions
and daily business activities. The productivity, efficiency and effectiveness of the
organization can be improvised by making changes in the basic assumptions that
have old and outdated due to changing times. Thus, cultural change process can
be started where basic assumptions are modified a little to fit in the desired
values and artifacts of the organization.

2. 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?

Answer: Geert Hofstede, a dutch management reasearcher, developed a

cultural model after carrying out a research in forty countries for a decade. He
came up with five measure of the model. Those are:

Power
Distance

Long-term Individualism/
orientation Collectivism
Dimensions
of
corporate
culture

Uncertainty Masculanity/
avoidance Femininity
 Power distance- It determines the degree of inequality which prevails in a
particualr country and is accepted by its people. The difference in status
and unequal distribution of power is generally accepted by people as it is
normal for them for a prolonged period of time.

 Individualism/ Collectivism- Individualism explains the tendency of people

of to prioritise to personal growth and achievements. People focus on
personal achievements and does not form relations other than their
required circle. Collectivism is the tendency of people to treat themselves
as a part of group and work for an overall betterment. The employees are
encouraged and empowered in this system to make decisions.

 Masculanity/ femininity- The society in general has parted several

activities based upon gender differences. In masculane society, Values like
power, position, ambition, achievements and materialism are given
priority. On the other hand, in feminine socities, values such as family,
friendship, adjustments, life quality have more importance.

 Uncertainty avoidance- The degree of tolerance towards any uncertainty

and ambuigity in the environment of organization is known as uncertainty
avoidance. The employees here are ruled as per governments rules and
policies. However, in environment of uncertainty, people are willing to deal
with changes and challenges, such socities need lesser government
intervention.

 Long-term orientation- The point to which people are interested to value

long-term traditions and practices. In such socities, any pervailed practice is
exercised for a long period of time. While, in economies with low long-term
orientation, people follow old traditions and practices & they are followed
till present.
Leaders can use their socialisation techniques to to create a more inclusive and
diverse workplace. Socialisation can be described as a process of inculcating
norms, values, customs and ideologies among the individuals of the organization.
This is an attempt to integrate into the organizational cultue and focusing into
maintain it. This facilitates employees to learn and imbibe the culture into
themselves. Here are few tactics to do so incase of individualism-collectivism and
power distance:

o Collectivism vesus Individualism socialisation tactics- In collectivism tactic,

all new employees are made to go under same set of experiences such as
an emergency like fire, where all the employees get this idea of evacuating
the building in this kind of incident and focus on safety of all in difficult
times as well . This can be largely seen in defence service trainings, where if
one of the fellow is in danger, none can think about coming back by leaving
him for own life sake.

In individualism tactic, new employees are put through different kinds of

experiences such as internships and workshops, where the training is
imparted as their job priorities.

o Serial versus disjunctive socialisation tactic- In serial tactic, employees are

made to learn through role models such as senior executives or
organizational leaders. The people in position set examples to be laid upon
in future for reference and act accordingly.
While in disjunctive tactic, There are no leaders and the employees learn
and grow through their own engagements into activities.

Leaders tend to focus on creating a more inclusive workspace to maintain

positive relations among employees, this is due to the fact that if they feel
more interacted and content, they tend to perform better in their
respective areas. They make sure to be committed to the organization
completely and religiously, which comes with them being heard, their
problems being resolved and grievances being addressed. If all these works
takes place smoothly, this develops a sense of collectivism which also
ensure them being retained in the entity and being recognised.

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

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

Answer: Organization culture models are crucial components contributing to

the improvement of organizational culture in the workplaces. The culture is an
uniting bond among employees giving them sense of satisfaction and
connection which ultimately results in better performance, success and
growth.

Culture is the strong belief and shared values imbibing in people of same
community and category. Thus, a positively driven strong culture provides
employees satisfaction and feeling of contentment. It supports their decision
powers, develop their creativity and broadens the vision of new things to be
implanted. The interaction at organization among top managers and
employees gives them the feeling of support and understanding, also there is a
belief that they can reach out to people for help in oppostie cirucumstances
rather than running away due to fear of harsh treatments or other serious
steps.

The principles, values and ethics of any organization are core of its working
mechanism, which may make its working easy or hard for the employees of
the organization. Everybody wants to be a part of an organization where there
is fair and just environment, where there is depiction of culture, faith, unity,
integrity and commitment.

Challenges associated with using organizational models:-

 Applicability- The models given by various management scholars are

undoubtedly helpful but applicability have limited scope because areas
of operation, size of organization, strategies in the market are among
those factors which differ from organization to organization. The
applicability have limited scope as there is no hard and fast rule for
them.

 Resistance- Not everyone can apply these models with open arms and
whole-heartedness. The resistance to any new factor always remains
the main cause in organizations to be away from applying any new
startegy or policy in the organization.

 Complexity- The models have their own set of rules and policies and
certain assumptions, to be implemented successfully in the
organization. The phenomenon of it being replica of the situation can
also not necessarily guarantee the extent of applicability, then, any
complex situation result in making even difficult to adapt.

b. How can leaders leverage organizational culture models to create a positive

workplace environment? Give a contextual example.

Anwer: Organization strive to develop a culture which is positive and interactive,

which ensures growth and success. This culture encourages its employees for
rewarding them for their efforts and contribution towards the organization. In a
positive workplace, employees remain dedicated towards their work, feels a
sense of belonging and helps to flourish the organization to new heights. This
emphasises on area such as:

 Building employee strenghts- The skills and abilities of an employees are

great asset to the organization which adds to the cultural aspects and
growth factors of the business. A positive culture induce the employees to
increase their commitments and dedication towards the work. There are
also made aware of their strengths to which facilitates them to increase
productivity.

 Rewarding more than reprimanding- When the employees are rewarded

for their efforts, this stimulates them to do even better. Same way, they
conduct ethical codes due to fear of punishments and fear. So, when they
perform small ethical acts without any misconduct and proper dedication,
they should be rewarded for that too, which will instill a sense of
appreciation in them.

 Focusing on employee’s vitality & growth- The organization aims to hire

best talents along with which it should also focus on building and updating
their skills and capabilities for future endeavours. This may be done
through workshops, trainings or recreational activities or advance
educational programs; which will improve their personal as well as
professional skills.

Netflix’s work-culture: The best videostreaming platform for online content is a

today’s example of positive culture at workplaces, and what results it can bear.
The company has developed a healthy culture and business based on autonomy
as well as accountability. Employees at Netflix take full charge for their actions
and feel their responsibilities. The employee at Netflix are so content with its
working culture, that they suggest others to work in it as well.

It hires the best talents and trust them for their creativities. They are encouraged
to take significant risks and decision as per their understandings, and the
decision-making is supported by the company. Netflix provide its employees full
freedom of being creative and without any location boundation, they can work
from any place they feel comfortable, not necessarily the office block. But they
should accomplish their share of work effectively and must be accountable for the
decision they make. The company recognises their talents and capabilities and
backs them with support and rewards. The employees when left free can come
out with best in them and thrust for even better.

These elements make Netflix such a favorite for employees and attract them to its
positive culture.