The organizational culture for results Research Paper

The organizational culture for results - Research Paper Example The research revealed the existence of several cultures and subcultures in Widney Cabs Ltd that matched the theoretical models developed by both Schein in the three level of classification i.e. Assumptions, Values and Artefacts and Denison's classification that outlines four attributes namely: Involvement, Consistency, Adaptability and Mission. This study will evaluate and assess the different aspects of organizational culture that exist in Widney Cabs Ltd. The study examines these culture(s) and sub cultures in light of the relationship with models or classification from academic literature, existing knowledge and theories on organizational culture. Jacques (1951) defines organizational culture as the customary or traditional ways of thinking and doing things common to most members of an organization. There exists a significant level of formal knowledge on the subject of culture(s) and sub-cultures that exist in organizations and their effects on the organizational behaviour. Founders and leaders of organizations create these cultures, which are then developed and sustained by people. Organization's executives generate and impart the organization's ideals. They also promote the core values that convey inclination to certain behaviors or effects. Norms on the other hand express acceptable ways of achieving set goals. Studies have shown that the development of organizational culture requires interaction within the membership. (Louis, Posner, and Powell 1983). According to Schein (1985), there are three levels of culture,the basic being Assumptions that form the foundation of culture. Assumptions Espoused values Artefacts (Beliefs, thoughts) (Goals, strategies e.t.c) (Visible manifestations) Fig 1. These assumptions are unconscious beliefs, thoughts, perceptions, and feelings. Next to these are the espoused values that consist of goals, philosophies. Lastly are the artefacts, which are physical manifestations, which may not be obvious to a lay observer of organizational behaviour and process. Schein's model has had a wide acceptance and has in many ways allowed insight on culture. However the model raises some questions: Who is unconscious about these assumptions It is presumed that the researcher will be aware but not the organizational members. What happen to the presumption when the organizational members learn about the Assumptions It is important that leaders learn about the underlying links that hold artefacts; values and assumptions together so that they can better understand the usefulness of this model in creating positive organizational change. Research by John VanMaanan and Steven Barley (1984) shed some light on the nature of interactions. They found out that intera ction was "cognitive and behavioural". New personnel learn from the established workplace community the conventional occupational behaviours and practices that are acceptable across the board. In organizations