Pages Due In 16 Hours: Organizational Culture Analysis Symbo

2 Pages Due In 16 Hoursorganizational Culture Analysissymbols Of Cultu

Submit a two-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), and enacted values (what is actually reflected in behavior). Additionally, describe how each item listed above 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

The analysis of organizational culture is essential to understanding the underlying dynamics that influence employee behavior, decision-making processes, and overall organizational effectiveness. In examining the cultural fabric of an organization, it is vital to explore its observable artifacts, espoused values, and enacted values, as each provides unique insights into the organization's core identity and operational ethos.

Observable Artifacts

Observable artifacts are the most visible and tangible elements of an organization’s culture. These include physical structures, dress codes, rituals, ceremonies, language, and symbols. For instance, in my previous workplace—an innovative tech startup—artifacts included open office layouts designed to foster collaboration, casual dress codes, and frequent team-building activities such as hackathons. Symbols also played a crucial role; the company's logo, designed with vibrant colors and modern typography, reflected a commitment to innovation and forward-thinking. Rituals such as weekly stand-up meetings and annual innovation awards highlighted the organization’s emphasis on transparency, teamwork, and recognition.

These artifacts serve as a communication mechanism that conveys the organization’s priorities and values to both employees and external stakeholders. They shape new employees’ initial perceptions and reinforce the existing cultural norms for current staff. For example, the open-office layout promoted a culture of transparency and accessibility, aligning with the startup’s value of collaboration.

Espoused Values

Espoused values refer to the explicitly stated principles and norms that organizational members profess to uphold. These are articulated through mission statements, codes of ethics, and corporate philosophies. In the same tech startup, the espoused values included innovation, customer-centricity, agility, and social responsibility. These values were publicly communicated through company-wide presentations, onboarding programs, and official documents.

Such articulated values serve to align employee behavior with organizational goals and establish a shared purpose. They also act as a guiding framework for decision-making, shaping how employees approach challenges and opportunities. The organization’s emphasis on innovation and social responsibility fostered initiatives such as community outreach programs and sustainable product development, demonstrating commitment to stated values.

Enacted Values

Enacted values are reflected in actual behaviors and decisions observed within the organization. While espoused values set the ideal, enacted values reveal the underlying cultural realities. In practice, the startup’s culture prioritized rapid decision-making and flexibility, often at the expense of formal procedures. Employees demonstrated a high degree of autonomy, and management encouraged experimentation, whether or not these actions aligned perfectly with formal policies.

Such enacted values often either reinforce or conflict with espoused values. In this case, the emphasis on innovation and agility was manifested in a culture that rewarded risk-taking and creativity. However, it occasionally led to friction when rapid responses conflicted with official policies or compliance standards, thereby highlighting the complex relationship between stated ideals and actual practices.

Impact on Organizational Culture

Each element of artifacts, espoused values, and enacted values impacts the overall organizational culture significantly. The visible artifacts create a welcoming environment that reinforces desired behaviors. Espoused values establish a moral compass and strategic direction, while enacted values demonstrate the real priorities in action. When these elements align, they foster a coherent culture that motivates employees, enhances organizational identity, and supports strategic objectives.

For example, in the tech startup, alignment between these elements cultivated a culture of innovation, collaboration, and social responsibility. Misalignment, conversely, can lead to skepticism, employee disengagement, and cultural dissonance, which may undermine organizational effectiveness.

Understanding the interplay among artifacts, espoused, and enacted values provides managers and stakeholders with a comprehensive view of organizational culture. This understanding enables targeted interventions that reinforce desirable cultural elements and address inconsistencies, ultimately supporting sustainable organizational development.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Robbins, S. P., & Coulter, M. (2017). Management (13th ed.). Pearson.
• Alvesson, M. (2013). Understanding Organizational Culture. Sage Publications.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley.
• Hatch, M. J. (2018). Organization Theory: Modern, Symbolic, and Postmodern Perspectives. Oxford University Press.
• Martin, J. (2002). Organizational Culture: Mapping the Terrain. Sage Publications.
• Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Performance. Free Press.
• Schneider, B. (1990). Organizational Climate and Culture. Jossey-Bass.
• Trice, H. M., & Beyer, J. M. (1984). Cultural Mythologies of Organization. Academy of Management Review, 9(1), 91-106.