Ashford 2 Week 1 Assignment: Organizational Culture Analysis

Ashford 2 Week 1 Assignmentorganizational Culture Analysissymbols

Submit a two- to three-page paper (excluding the title and reference pages) describing the culture of either your current or past place of employment. Your paper should provide examples of and address each of the following topics: Observable artifacts, espoused values (what organizational members say they value, like ethical practice), enacted values (reflected in actual behavior). Also, describe how each item impacts the values and culture of the organization. Your paper must use a minimum of two scholarly sources, in addition to the textbook. Follow the APA Style guide.

Paper For Above instruction

Understanding organizational culture is crucial in explaining how organizations function and how their members interact and behave. At the core of this culture are artifacts, which are the visible and tangible elements that outsiders can observe, such as behaviors, stories, rituals, and symbols. These artifacts serve as the first indicators of an organization’s underlying values and beliefs and help in creating a sense of identity and coherence within the organization.

In analyzing the culture of my previous employer, a nonprofit healthcare organization, several observable artifacts stood out. One prominent symbol was the organization’s logo, which featured a green cross intertwined with a stylized heart, emphasizing themes of health, compassion, and community service. This logo was displayed prominently on signage, uniforms, and official documents, serving as a visible reminder of the organization's mission and values. Additionally, daily rituals such as team huddles, community outreach events, and recognition ceremonies reflected and reinforced the organization’s commitment to teamwork, service, and community engagement. Stories of heroism and patient success were regularly shared, fostering a culture of dedication and compassion.

The espoused values of the organization were documented in its mission statement and communicated through internal communications and leadership speeches. These included values such as integrity, compassion, excellence, and teamwork. Employees were encouraged to uphold ethical standards, prioritize patient-centered care, and collaborate effectively across departments. The organization’s commitment to ethical practice was explicitly emphasized in training sessions and corporate policies, demonstrating what the organization claims to value.

However, there was sometimes a disparity between espoused and enacted values. While leadership openly emphasized compassion and patient care, at times, resource constraints and staffing shortages led to rushed interactions and standardized procedures that lacked personalized attention. This discrepancy reflected enacted values, often driven by operational pressures, that occasionally compromised the ideal values espoused by the organization.

The impact of these artifacts and values on the organization’s culture was significant. The visible symbols and rituals fostered a strong sense of community and shared purpose among staff and stakeholders. When actions aligned with espoused values, such as staff recognition programs and patient-centered initiatives, they reinforced a culture of integrity and care. Conversely, when enacted behaviors diverged from written values, they created challenges in maintaining trust and consistency. Recognizing these discrepancies allowed leadership to implement targeted interventions, such as training and process improvements, to better align actual behaviors with desired cultural values.

Overall, the artifacts, espoused, and enacted values collectively shape the organizational culture by influencing perceptions, guiding behaviors, and reinforcing shared identity. A congruence among these elements fosters a positive, cohesive environment, whereas inconsistencies can lead to disengagement and skepticism. Therefore, understanding these cultural components is vital for sustaining organizational effectiveness and growth.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. John Wiley & Sons.
• Hatch, M. J. (1993). The Dynamic of Organizational Culture. Academy of Management Review, 18(4), 657-693.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley.
• Trice, H. M., & Beyer, J. M. (1993). The Cultures of Work Organizations. Prentice-Hall.