Organizational Culture Analysis

Organizational Culture Ana

Symbols of culture are called artifacts. Artifacts are the most visible and accessible level of culture. These include behaviors, stories, rituals (everyday practices that are repeated frequently), and symbols (e.g., company logos, company colors). For example, the president of a company volunteering at Habitat for Humanity is an artifact of culture. An example of symbols as an artifact of culture is University’s shield that serves as our logo and is printed on transcripts, diplomas, and letterhead paper.

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), and enacted values (reflected in how individuals behave). Additionally, 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. It must also follow APA Style guidelines.

Paper For Above instruction

In this analysis, I examine the organizational culture of a previous employer, a mid-sized technology firm specializing in software development. This organization’s culture was shaped by observable artifacts, espoused values, and enacted values, all of which contributed to its unique identity and operational environment.

Observable Artifacts: The most visible artifacts within this organization included the open-plan office layout, casual dress code, frequent team-building activities, and a distinctive corporate logo displayed prominently on all branding materials. The open office facilitated collaboration but also created a noisy environment that encouraged spontaneous communication. The casual dress code reflected the organization’s value of comfort and individuality, emphasizing a relaxed atmosphere over formal hierarchy. Rituals such as 'Innovation Fridays'—where employees brainstorm and present innovative ideas—served to reinforce creativity and team cohesion. Symbols like the company’s logo, featuring a dynamic, modern design, were used extensively on the website and internal documents, representing a focus on innovation and progress.

Espoused Values: The organization officially espoused values such as innovation, integrity, collaboration, and customer-centricity. These values were frequently reiterated during onboarding, in corporate communications, and in mission statements. Leadership emphasized the importance of ethical practices and continuous learning, highlighting that innovation should go hand-in-hand with integrity. The company’s website proudly displayed commitments to sustainable practices and social responsibility, reinforcing their espoused values.

Enacted Values: Despite the espoused values, enacted values sometimes diverged. For instance, while collaboration was promoted publicly, some team leaders prioritized individual achievement and competition, which occasionally hindered cross-team cooperation. The organization’s flexible work policy allowed remote work, but in practice, there was an expected presence during core hours, which sometimes conflicted with employees’ personal needs. Employees frequently demonstrated their commitment to innovation by volunteering outside regular hours to develop new features or improve workflows. Their behavior reflected a genuine dedication to continuous improvement, aligning partly with the espoused organizational emphasis on innovation.

The impact of these artifacts, values, and behaviors significantly shaped the organization’s culture. Observable artifacts created an environment perceived as open and creative, fostering innovation but sometimes reducing formal boundaries, which could lead to ambiguity in roles. The espoused values provided a guiding framework that shaped organizational priorities and decision-making. However, the divergence between espoused and enacted values occasionally caused dissonance, influencing employee trust and engagement. For example, when employees perceived a gap between stated values and actual practices—such as differences between stated collaboration and observed competition—they became skeptical, which could undermine organizational cohesion over time.

Overall, the interplay of artifacts, espoused, and enacted values created a culture that prioritized innovation and individual contribution but faced challenges reconciling formal ideals with practical realities. Understanding this dynamic is essential for management to cultivate a consistent, trustworthy culture that aligns actions with stated values, ultimately supporting organizational effectiveness and employee satisfaction.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Martin, J. (2002). Organizational Culture: Mapping the Terrain. Sage Publications.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Alvesson, M. (2013). Understanding Organizational Culture. Sage Publications.
• Hatch, M. J. (1993). The Cultural Dynamics of Organizational Change. Journal of Management Inquiry, 2(4), 431-445.