Organizational Culture using Schein’s Three Levels of Culture.Which of Bolman and Deal’s four frames (see page 20) best describe your culture? Why? Which culture is primary and why is it primary? Which is secondary and why is it secondary?

QUESTION

Explain the organizational culture in detail using Schein’s three levels of culture (approximately two pages).

b. Which of Bolman and Deal’s four frames (see page 20) best describe your culture? Why? Which culture is primary and why is it primary? Which is secondary and why is it secondary? (This should be approximately one page.)

c. What aspects of the organizational culture do you appreciate and why (approximately half a page)?

d. What aspects of the organizational culture do you not appreciate and why (approximately half a page)?

e. If a new manager (whether mid- or senior-level) were to survive and thrive within your organizational culture, list a variety of dos and don’ts that he or she should follow (approximately one page).

Include a title page, an abstract, section titles, a title page, and a references page—all in APA format.

Note: I don’t have textbook of this task. But i have the syllabus in that you can see the textbook name and you can find it on online.

ANSWER

Organizational Culture using Schein’s Three Levels of Culture

Schein’s three levels of culture provide a framework for understanding the different aspects of organizational culture. These levels include artifacts and behaviors (visible level), espoused values (expressed beliefs and values), and underlying assumptions (unconscious beliefs and perceptions). Let’s explore each level in detail:

Artifacts and Behaviors: This level represents the visible aspects of organizational culture, such as physical symbols, dress code, office layout, and observable behaviors. It includes the tangible elements that people can easily notice and interpret. For example, the dress code in an organization can reflect its formality or informality. The artifacts and behaviors are the surface-level manifestations of the deeper cultural values and assumptions.

 Espoused Values: This level represents the expressed beliefs, values, and norms that the organization promotes. These values are communicated through official statements, mission and vision statements, and organizational policies. They guide the behavior and decision-making of employees and provide a shared understanding of what is important to the organization. Espoused values are often declared and encouraged by leaders, shaping the organization’s culture.

 Underlying Assumptions: This level represents the unconscious beliefs, perceptions, and attitudes that shape the organization’s culture at a fundamental level. These assumptions are deeply ingrained and often go unnoticed because they are taken for granted. They are learned through experiences and shared by the members of the organization. Underlying assumptions define what is considered normal, appropriate, and effective within the organization.

Bolman and Deal’s Four Frames

Bolman and Deal’s four frames provide different lenses through which organizational culture can be understood. These frames include the structural frame, human resource frame, political frame, and symbolic frame.

To determine which frame best describes your culture, you need to assess the dominant way in which your organization operates. Each frame has its own characteristics, but one is typically more prominent. The primary culture reflects the main approach to organizing and managing, while the secondary culture represents the supportive elements that exist alongside it.

Aspects of Organizational Culture Appreciated

Identifying aspects of organizational culture that are appreciated is subjective and varies from person to person. Some common aspects that individuals might appreciate in an organizational culture include:

Collaboration and teamwork: A culture that promotes collaboration and teamwork fosters a sense of unity and support among employees, leading to increased productivity and innovation.

Open communication: A culture that encourages open and transparent communication allows for the free flow of information, ideas, and feedback, enabling better decision-making and problem-solving.

Learning and development: An organizational culture that values continuous learning and personal development provides opportunities for growth, skill enhancement, and career advancement.

Diversity and inclusion: A culture that embraces diversity and inclusion creates an environment where individuals from different backgrounds and perspectives feel valued and empowered.

Aspects of Organizational Culture Not Appreciated

Again, the aspects of organizational culture that are not appreciated can vary from person to person. Some common aspects that individuals might not appreciate in an organizational culture include:

 Micromanagement: A culture that fosters micromanagement can create a lack of autonomy and trust among employees, stifling creativity and motivation.

 Lack of work-life balance: A culture that disregards work-life balance can lead to burnout and negatively impact the well-being of employees.

 Resistance to change: A culture that resists change and innovation can hinder progress and prevent the organization from adapting to new challenges and opportunities.

 Lack of recognition and reward: A culture that fails to recognize and reward employees’ efforts and achievements can result in decreased morale and motivation.

Dos and Don’ts for a New Manager to Thrive in the Organizational Culture

To survive and thrive within the organizational culture, a new manager should consider the following dos and don’ts:

Dos

Build relationships and establish trust with employees.
Communicate openly and transparently.
Foster a culture of collaboration and teamwork.
Embrace diversity and inclusivity.
Support continuous learning and development.
Encourage innovation and creativity.
Recognize and appreciate employees’ contributions.
Adapt to change and promote a growth mindset.
Lead by example and exhibit the desired values and behaviors.
Seek feedback and listen to employees’ perspectives.

Don’ts

Micromanage employees and restrict autonomy.
Disregard work-life balance and employee well-being.
Resist change and innovation.
Favor certain individuals or groups over others.
Overlook the importance of open communication.
Neglect employee recognition and reward.
Fail to address conflicts or promote resolution.
Ignore employee feedback and perspectives.
Act in an authoritarian or dictatorial manner.
Neglect building positive relationships with team members.

By following these dos and don’ts, a new manager can navigate and succeed within the organizational culture, fostering a positive work environment and achieving their goals.