Edgar Schein's model of organizational culture

According to Edgar Schein - Organizations do not adopt a culture in a single day, instead, it is formed in due course of time as the employees go through various changes, adapt to the external environment, and solve problems. They gain from their past experiences and start practicing it every day thus forming the culture of the workplace. The new employees also strive hard to adjust to the new culture and enjoy a stress-free life. Schein believed that there are three levels in an organization's culture.

1. Artifacts

The first level is the characteristics of the organization which can be easily viewed, heard, and felt by individuals collectively known as artifacts. The dress code of the employees, office furniture, facilities, behavior of the employees, mission, and vision of the organization all come under artifacts and go a long way in deciding the culture of the workplace.

2. Values

The next level according to Schein which constitutes the organization's culture is the values of the employees. The values of the individuals working in the organization play an important role in deciding the organization's culture. The thought process and attitude of employees have a deep impact on the culture of any particular organization. What do people actually think matters a lot for the organization? The individual's mindset associated with any particular organization influences the culture of the workplace.

3. AssumedValues

The third level is the assumed values of the employees which can't be measured but do make a difference to the culture of the organization. There are certain beliefs and facts which stay hidden but do affect the culture of the organization. The inner aspects of human nature come under the third level of organizational culture. Organizations, where female workers dominate their male counterparts, do not believe in late sittings as females are not very comfortable with such kind of culture. Male employees on the other hand would be more aggressive and would not have any problems with late sittings. The organizations follow certain practices which are not discussed often but are understood on their own. Such rules form the third level of the organizational culture

Corporate Culture is no longer a relevant topic. The relevant topic is macro culture, nations, corporations, corporate culture (where all these nationalities and occupations play out), and micro-cultures where you have problems in the operating room and in teamwork because you have multi-nationals, people from different occupations that cultures, all interplaying.

We have already recognized that a doctor views the world differently than a nurse; and that a manufacturing engineer looks at the world differently than a finance person.

We need to understand that these are occupational cultures very strong. Leaders have to become much more humble and learn how to seek help because the subordinates under them will be much more knowledgeable than they, secondly, leaders will have to create cultural islands where people from different occupational and national cultures can spend some of the rules and talk to each other more directly, for example, about how they view trust, how they view authority, or how they deal with bosses that make mistakes. If leaders can't create those kinds of cultural islands, they won't be able to create teams that can actually work.

Please include the discussion answers to each of the following questions.

How does a company build a culture of Inclusion?

• Highlight three organizations and identify initiatives they put in place to build a culture of inclusion.
  • Bullet out and provide twospecific examplesunder each organization you list.
  • How does each company measure its impact on inclusion in the workplace?

Example:

Real-life company A - Intro/Values

• Example 1
• Example 2
• Measures in place to track inclusion or engagement.quantitative
  • Bullet out and provide two specific examples under each organization you list.
  • How does each company measure its impact on inclusion in the workplace?
• Present your findings to the class and highlight one initiative that was a great idea.
• The impact should be quantitative and include the facts for the same
• foundational understanding of the cited examples (elaborates on who, what, how and when) for managing a culture of inclusion;

Cite

articulating an understanding of the use of the concept (cultural islands).

Example:

Real-life company b - Intro/Values

• Example 1
• Example 2
• Measures in place to track inclusion or engagement.quantitative
  • Bullet out and provide two specific examples under each organization you list.
  • How does each company measure its impact on inclusion in the workplace?
• Present your findings to the class and highlight one initiative that was a great idea.
• the impact should be quantitative and include the facts for the same
• foundational understanding of the cited examples (elaborates on who, what, how and when) for managing a culture of inclusion;

Cite

articulating an understanding of the use of the concept (cultural islands).

Example:

Real-life company C- Intro/Values

• Example 1
• Example 2
• Measures in place to track inclusion or engagement.quantitative
  • Bullet out and provide two specific examples under each organization you list.
  • How does each company measure its impact on inclusion in the workplace?
• Present your findings to the class and highlight one initiative that was a great idea.
• the impact should be quantitative and include the facts for the same
• foundational understanding of the cited examples (elaborates on who, what, how, and when) for managing a culture of inclusion;

Cite

articulating an understanding of the use of the concept (cultural islands).