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Imagine you are a consultant for an organization, and they would like you to work on developing their core values. The organization wants the core values to reflect key attributes of their culture. Select an organization, such as a company, community group, or nonprofit organization. Create a 10- to 12-slide PowerPoint presentation describing cultural, research-based models and how they help clarify the organization's core values. Include at least three credible, peer-reviewed references. Format the citations in your presentation consistent with APA guidelines. The work must be original, with speaker notes included, citations within speaker notes, and a reference page.

Paper For Above instruction

Introduction

Developing core values that authentically reflect an organization’s culture is a vital process for establishing a clear identity and guiding principles. Core values serve as the foundational beliefs that influence organizational behavior, decision-making, and interactions with stakeholders. For an organization to craft meaningful and effective core values, it is imperative to understand cultural research-based models that elucidate how organizational culture functions and how values can be aligned with cultural attributes. This paper explores several prominent models—namely, Edgar Schein’s Organizational Culture Model, the Competing Values Framework (CVF), and the Cultural Dimensions Theory by Hofstede—and discusses how these models assist organizations in clarifying and shaping their core values.

Organizational Culture Models and Their Role in Clarifying Core Values

Edgar Schein’s model is widely regarded as a foundational framework for understanding organizational culture. Schein (2010) posits that culture comprises three levels: artifacts, espoused values, and basic underlying assumptions. Artifacts are observable manifestations, such as dress and traditions, while espoused values are the publicly stated principles that guide behavior. Beneath these lie the fundamental assumptions—deep-seated beliefs that are taken for granted. Schein’s model emphasizes that aligning core values with these fundamental assumptions ensures authenticity and durability in organizational culture.

The Competing Values Framework (Cameron & Quinn, 2011) categorizes organizational culture into four types—Clans, Adhocracies, Hierarchies, and Markets—based on two axes: flexibility versus stability, and internal versus external focus. This model is particularly useful for organizations to diagnose their current culture and identify core attributes they wish to develop or reinforce. For example, a nonprofit organization might emphasize a Clan culture that fosters collaboration and shared values, aligning with their community-centric objectives. Conversely, a company in a competitive marketplace might prioritize a Market culture emphasizing achievement and results. By understanding their position within this framework, organizations can clarify and shape core values that resonate with their strategic goals and cultural identity.

Hofstede’s Cultural Dimensions Theory (Hofstede, 2001) provides insights into how national and organizational cultures differ across several dimensions such as power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, long-term versus short-term orientation, and indulgence versus restraint. Recognizing these dimensions helps organizations identify cultural traits that influence employee behaviors and organizational practices. For example, a company expanding into a high power distance country must integrate respect for hierarchy into its core values. This understanding enables the organization to develop core values that are culturally sensitive and that support effective communication and management practices in diverse environments.

Application of Models in Developing Core Values

Utilizing these models allows organizations to systematically analyze their existing culture and intentionally develop core values that reinforce desired attributes. Schein’s model directs organizations to examine their underlying assumptions and ensure core values are embedded at the deepest levels of culture. The CVF offers a practical lens for identifying which cultural attributes are most aligned with organizational goals, thereby guiding the articulation of values in areas such as innovation, stability, or customer focus. Hofstede’s dimensions aid in contextualizing values within broader cultural frameworks, especially in multinational organizations, ensuring that core values are both authentic and culturally empathetic.

For example, a nonprofit focused on community development might adopt a value emphasizing collaboration and trust, guided by Schein’s model, to foster a strong, authentic culture. Simultaneously, by assessing their position via the CVF, they might prioritize a Clan culture emphasizing participation and open communication. If expanding internationally, Hofstede’s insights can help adapt and embed cultural sensitivity in their core values, promoting inclusivity and respect across diverse populations.

Conclusion

Research-based cultural models provide invaluable tools for organizations aiming to develop core values that are genuine, aligned with their culture, and effective in guiding behavior. Schein’s model helps organizations understand the layers of culture and ensure alignment at the deepest levels. The Competing Values Framework offers practical categorization to diagnose and develop cultural attributes. Hofstede’s Dimensions help contextualize values within broader cultural contexts, especially for multinational operations. By applying these models, organizations can craft authentic core values that resonate throughout their culture, enhance identity, and support strategic objectives.

References

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations. Sage Publications.

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.

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Brown, A. D. (1998). Being a hero: In search of corporate identities. Organization, 5(3), 493–510.