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Questions and Answers
What is the deepest level in the Organization Culture Model (OCM) according to Edgar H.Schein?
Assumed Values
How do assumed values influence employee behavior in an organization?
They shape decision-making processes and overall performance.
What are some sources that contribute to the formation of an organization's assumed values?
History, traditions, and founding principles
What is the middle layer in the Organization Culture Model that follows assumed values?
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How do behaviors and artifacts relate to the deeper layers of organizational culture according to the OCM?
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How do espoused values differ from assumed values in an organization?
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What are some elements that reflect organizational culture?
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What role do espoused values play in shaping employees' perceptions and decisions?
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How can the OCM paradigm help leaders in identifying cultural misalignment?
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What benefits can companies gain from understanding the hidden dynamics of organizational culture?
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Study Notes
Understanding Organizational Culture through O CM (Organization Culture Model)
The Organization Culture Model (O CM), developed by Professor Edgar H. Schein in his seminal work Organizational Culture and Leadership, provides a powerful framework for understanding organizational cultures. This model is particularly useful when examining how various facets of company life interact to shape employee behavior, decision-making processes, and overall performance. Let's delve into each level of this three-tiered structure, starting from its foundations upwards.
Deepest Level: Assumed Values
This first layer represents core beliefs held unconsciously by members within the organization—their shared assumptions about what's right, wrong, important, or irrelevant. These values often stem directly from the agency's history, traditions, and founding principles, serving as a foundation upon which all other aspects rest. For instance, a start-up valuing innovation might have assumptions around risk-taking, agility, and experimentation as fundamental to their success.
Middle Layer: Behaviors and Artifacts
Once these underlying values solidify, they manifest themselves across an array of visible behaviors and artifacts throughout the organization. Note that while these observable elements may feel like tangible representations of a group's collective identity, they remain secondary to the deeper layers beneath them. Examples of such include communication styles, rituals, symbols, physical environments, and even work policies and procedures. Each element reflects, either consciously or subconsciously, the core values driving it forward.
Surface Layer: Espoused Values
Akin to the middle layer, espoused values represent formal statements about what an organization believes in. Unlike assumed values from below, however, these communicated ideals appear more accessible and explicit. They manifest most prominently via mission statements, vision documents, strategic plans, and executive speeches. Despite being articulated openly rather than hidden away under layers of unconscious belief, espoused values still play a vital role in shaping employees' perceptions and influencing decisions. When these espoused values align with underlying assumptions, harmony exists. Discrepancies can lead to disengagement and misunderstandings among team members.
Understanding and applying the O CM paradigm helps leaders identify areas where cultural misalignment occurs, enabling them to foster productive, collaborative environments tailored according to specific contexts. By uncovering the hidden dynamics of organizational culture, companies can make informed decisions regarding hiring, training, leadership development, and change management initiatives—ultimately enhancing effectiveness, engagement, and prosperity across their entire operations.
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Description
Delve into the layers of the Organization Culture Model (O CM) by Professor Edgar H. Schein to understand how organizational cultures are shaped. Explore assumed values, behaviors, artifacts, and espoused values within companies, and learn how leaders can leverage this framework to create productive and collaborative work environments.
