Discussion – Organizational Culture
Organizational culture tends to be the assembly of anticipations, values, and practices that direct and inform all the team members’ actions. Simply put, organizational culture is a mass of qualities that make a firm what it is. Typically, a culture can be defined as great if it typifies positive aspects that result in better performance. Contrary, a dysfunctional culture tends to exemplify features with the possibility of hindering even the most successful firms. The four levels of organizational culture comprise (ideological) superstructural, artefacts, values, and underlying assumptions. Primarily, the superstructural level tends to consider the economic and social modification and their effect on the whole organizational culture.
Typically, artefacts comprise organizational procedures and structures that tend to be visible and ostensive. On the other hand, value defines why a firm’s operation is the way it is. The strategies, organizational goals, and viewpoints that drive an organization’s mission are part of the values. By emphasizing particular values and structuring of conforming norms for anticipated conduct, managers could start building an organizational culture with an influential and persuasive impact on worker behaviour (Hogan & Coote, 2014). Finally, the underlying assumptions establish the foundation of the artefacts and values phases. The rudimentary assumptions are typically created in the group members’ interaction procedure, which the organizational hierarchy stipulates (Shymko, 2018). Schein and Granter are the founders of these levels.
The value of organizational culture is essentially setting anticipations for people’s conduct and how they work together, not forgetting how effectively they function as a team. Consequently, culture could direct decision-making, break down restrictions amongst siloed teams and generally advance the workflow. Culture creation takes place through factors such as industry demands, values and preferences, and initial assumptions, goals, and values. Culture maintenance occurs through organizational reward structures, leadership, and new worker onboarding, not forgetting attraction-selection-attrition.
References
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of business research, 67(8), 1609-1621.
Shymko, V. (2018). Object field of organizational culture: methodological conceptualization. International Journal of Organizational Analysis.
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Question 
Discussion – Organizational Culture
Define and examine organizational culture. Identify and thoroughly explain the four levels of organizational culture. What is the value of organizational culture? Examine how it is created and maintained.