Module 4 Background: The Culture And Moral Compasses Part 1

Module 4 Backgroundthe Culture And Moral Compassespart 1 The Cultur

Analyze an organization’s culture and ethical orientation, and determine how these factors support or hinder its strategic decisions and overall success. Your analysis should include an assessment of the specific components of organizational culture—such as artifacts, symbols, stories, beliefs, habits, and shared assumptions—and how these influence organizational meaning, controls, and strategic implementation. Additionally, evaluate the organization’s moral compass by examining its stated values, ethical practices, and the alignment between its ethics and strategic choices. 

Use credible sources, including the article by Ford, Wilderom, and Caparella (2008), and additional scholarly research, to support your analysis. Compare the culture and moral values of the selected organization with those of other organizations, discussing what constitutes an effective organizational culture and how it contributes to strategic success.

Paper For Above instruction

Introduction

Organizational culture and ethics are fundamental aspects that influence a company’s strategic direction, operational effectiveness, and overall success. Culture reflects the shared assumptions, values, and practices that shape the behavior of members within an organization. Meanwhile, the moral compass—the organization’s ethical stance—guides decision-making processes, stakeholder interactions, and corporate social responsibility initiatives. Analyzing these dimensions provides insight into how organizations create meaning, establish controls, and achieve strategic goals.

Understanding Organizational Culture and Its Components

Organizational culture is often described as the personality of a company. It comprises tangible artifacts like symbols, stories, and rituals, as well as intangible elements such as shared beliefs and assumptions (Schein, 2010). Ford, Wilderom, and Caparella (2008) emphasize that culture influences every level of organizational functioning, from day-to-day operations to high-level strategic decisions. For instance, a culture that values innovation promotes risk-taking and continuous improvement, whereas a risk-averse culture might prioritize stability and incremental change.

Culture also establishes informal controls that influence member behavior, such as norms and peer pressures (Gander, 2009). These controls can either facilitate or obstruct strategic initiatives depending on their alignment with organizational goals. The culture's complexity increases with the presence of sub-cultures, which may develop within departments or geographic locations, adding layers to the overall organizational personality (McNamara, 2000).

Culture’s Role in Creating Meaning and Supporting Strategy

At Gaylord Palms, a major hospitality enterprise, the organizational culture creates a sense of purpose and belonging among employees and stakeholders. The culture’s artifacts—such as distinctive architectural themes, themed events, and storytelling—serve to reinforce the company's brand identity and values. These elements help employees internalize a shared understanding of service excellence, hospitality, and guest satisfaction, thereby creating meaning aligned with the company’s strategic intent.

The culture also plays a critical role in establishing informal controls by shaping behaviors and expectations. For example, a culture emphasizing guest-centric service encourages employees to go beyond standard practices, fostering a proactive approach to customer satisfaction that supports the hotel’s competitive strategy. When culture aligns with strategic goals, it acts as an accelerant rather than a barrier, making strategic implementation more effective.

Assessing the Effectiveness of Gaylord Palms’ Culture

For an organization’s culture to be effective, it must be adaptable, aligned with strategic priorities, and capable of motivating members to perform at their best (Vera & Crossan, 2004). Gaylord Palms’ culture appears to be effective because it emphasizes core values such as hospitality, excellence, and innovation, which are directly linked to its strategic objective of providing a unique guest experience. The organization’s symbols—including themed environments, employee uniformity, and signature events—embody its values and serve as tangible representations of its cultural identity.

However, any cultural assessment must also consider potential misalignments or areas for improvement. A potential impediment could be a resistance to change, especially if subcultures develop that conflict with strategic shifts. Maintaining cultural coherence requires ongoing leadership commitment and active cultural management strategies (Wilderom, van den Berg, & Wiersma, 2012).

Significant Elements of Gaylord Palms’ Organizational Culture

The most significant characteristics include its symbolic artifacts, such as thematic decor that immerses guests in various cultural settings, and its storytelling practices that reinforce organizational values. Furthermore, roles and routines—like personalized customer service and teamwork—embody the cultural ideals of hospitality and excellence. These elements support strategic priorities by fostering employee engagement and consistency in guest experiences.

Such characteristics are vital because they influence both internal behaviors and external perceptions, ultimately impacting organizational performance and strategic success.

Conclusion

In sum, the organizational culture at Gaylord Palms significantly supports its strategic objectives through shared symbols, artifacts, and norms that foster a guest-focused, innovative environment. An effective culture aligns with strategic goals, catalyzing organizational performance. Continued attention to cultural coherence and ethical practices will be essential for sustaining competitive advantage and adapting to future challenges.

References

• Ford, R. C., Wilderom, C., & Caparella, J. (2008). Strategically crafting a customer-focused culture: An inductive case study. Journal of Strategy and Management, 1(2).
• Gander, M. J. (2009). Managing people in a lean environment: The power of informal controls and effective management of company culture. Journal of Business Case Studies, 5(6).
• McNamara, C. (2000). Organizational culture and changing culture. Free Management Library.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29(2), 222-240.
• Wilderom, C.P., van den Berg, P.T., & Wiersma, U.J. (2012). A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. Leadership Quarterly, 23(5), 104-118.
• Additional scholarly articles on organizational culture and strategy