Hobby Lobby

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Hobby Lobby – Practice what you Preach An organization, in its simplest form, is comprised of people brought together to achieve a common goal whether it be solving a problem, selling a product or providing a service. The existence of the organization is wholly dependent on the collective body of individuals involved and it is these individuals that are the driving force behind the success or failure of a company. The relationships that connect the people within the organization dictate how the culture is developed and perceived. Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms. Grounded in the customs and…show more content…
Integrating Christian principles into the work environment can be a challenge in today’s secular climate however one avenue that Hobby Lobby uses to effectively demonstrate their values is through their store hours. Signs posted at their stores state that they are closed Sundays to allow employees time with their families and time to worship. This however is the only discernible illustration of their core values. When asked about how they characterize “biblical principles” the employee responses were varied and sometimes ambiguous. Of the few employees who were able to define what “biblical principles” signified to them, a common theme appeared. More than one employee referred to the biblical passage Mathew 7:12 the Golden Rule, roughly translated into “do unto others as you would have others do unto you.” Other illustrations were “doing the right thing” and “having faith in the people around you”.
Basic Assumptions The third and deepest level of organizational culture posited by Edgar Schein is basic assumptions. Basic or underlying assumptions are the unconscious and intangible mechanisms that become ingrained and provide a sense of security. Often taken for granted, these assumptions are communicated through behavior and non-verbal cues reflecting the enacted values within the organization which may or may not correspond with espoused values expressed by leadership (Nelson & Quick, 2011).

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