Culture and Orgainzation

3149 Words13 Pages
Table of Content 1. Introduction 1. An Organisation P.3 2. Organisational Culture P.3 3. The Case Company P.3-4 2. Schein Framework 1. Artifacts and Creations P.5 2. Values and Beliefs P.5 3. Basic Assumptions P.6 3. Schein Framework in IKEA case 1. The Company Name P.7 2. The Founder P.7 3. The Nation P.8 4. Vision and Business Idea P8.-9 1. Product Range P.9 2. Low Prices P.9 3. A Better Everyday Life P.9-10 5. The Environments 1. Consuming Environments…show more content…
Artifacts and Creations The most visible level is artifacts and creations. This level of culture is observable. Artifacts include any visible, verbally or touchable definable elements in an organisation, such as interior design, decoration, dress code and staff uniform, even speech. All may be visible standards of culture, but difficult to interpret. Artifacts and creations also may make people know what a group is achieving. 2. Values and Beliefs Values and beliefs is a level next to visibility. They are the organisation 's stated values and rules of behavior. But they are not directly observable, as behaviors are. It is how the members represent the organisation both to themselves and to others. This is often expressed in philosophies and public identity. It can sometimes often be a reflection for the future, of what the members hope to become. Examples of this would be employee professionalism. Problems may arise if espoused values by leaders are not in link with the general assumptions of the culture. 3. Basic Assumptions Basic assumptions is in the deeply core of a culture, it help us to understand a organisational culture. It is deeply embedded, taken-for-granted behaviors which is usually unconscious, but constitute the essence of culture. These assumptions are typically so well integrated in the office dynamic that they are hard to explain from within. Schein contends

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