This paper examines organizational culture and its manifestations within the workplace. Drawing on Schein's model of cultural layers, the paper identifies three key dimensions: observable artifacts (visible symbols such as dress codes and ceremonies), adopted values (formally endorsed organizational principles like sustainability), and enacted values (values demonstrated through employee behavior, such as customer service standards). Through analysis of a former workplace, the paper illustrates how these cultural elements interact to shape employee conduct and reinforce organizational identity across all levels of the organization.
The term culture indicates the customs and values of a community or an organization. It is the outcome of values that are repeatedly practiced through the years. Thoughts, reactions, views, and perceptions are shaped by the culture to which individuals in a particular setting belong. Through socialization, culture associated with a community is generally transmitted to the next generation. In any particular social institution, culture also dictates positions and behaviors.
The organizational culture in a workplace setting usually functions on a number of different levels. For instance, during a meeting in an organization, the seating arrangements of employers might reflect organizational culture, while in another organization the culture might dictate that workers stand during meetings. The purpose of this paper is to explain the culture at an organization, along with the artifacts that are noticeable within the culture in addition to adopted values and their manifestation according to cultural norms (Schein, 2010).
Observable artifacts denote perceptible demonstrations of culture at my former place of work. With that organization's culture, observable artifacts were shown through the dress code of the workers. Within the organization, employees dressed in a professional manner because of the organizational culture. Every employee was required to wear the designated uniform during office hours in an official capacity. The organizational culture included holding a yearly ceremony in which hardworking workers were rewarded and key concerns of employees were addressed. The culture of the organization also dictated that workers park their cars in allotted parking areas. Additionally, the culture for newly hired staff was to familiarize them with the organization's values list during orientation programs (Martin, 2001).
Adopted values denote the explicitly defined values chosen by a community or organization. Generally, top management adopts these values. In the previous organization, sustainability was the primary adopted value. It was believed by the organization that manufacturing ecological products while not harming the environment and polluting the surroundings is the foremost goal. For instilling and reinforcing adopted values into employees, the higher level of administration is accountable. The adopted organizational values convey the essence of organizational goals to employees. In the previous organization, it was established that employees must commit to producing products of the highest quality for customers while caring for environmental safety (Martin, 2001).
Enacted values are represented through employee behavior and the standard values of an organization. Within the structure of an organization, enacted values are evident in the observation of regular activities. In the previous organization, "best service for clients" was the value enacted throughout the organization. It demonstrated how employees dealt with and approached customers. In my previous organization, the director shut down the entire system once to put employees through a newer training regime regarding customer handling. Within an organization, enacted values assist in treating customers with care and attention (Alvesson, 2002).
The values of a particular community or organization learned through years are denoted as culture because they shape the conduct and behavior of people within that organization. Within a culture, observable artifacts are any community or organization's physical representations of values. Adopted values, preferred values, and enacted values are the ones which are demonstrated through the behavior of individuals while operating within an organization or community. These three dimensions interact to create a unified organizational culture that guides both visible symbols and invisible behavioral norms (Alvesson, 2002).
References
Alvesson, M. (2002). Understanding organizational culture. London: SAGE.
"Integration of artifacts, values, and behavior"
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