which of the following best defines organizational culture? This is a topic that many people are looking for. bluevelvetrestaurant.com is a channel providing useful information about learning, life, digital marketing and online courses …. it will help you have an overview and solid multi-faceted knowledge . Today, bluevelvetrestaurant.com would like to introduce to you Organizational Culture Edgar Schein – YouTube. Following along are instructions in the video below:
“Hello friends. We re going to be looking nat organizational culture. Specifically edgar schein s s narticle. What is culture.
I m looking at the 1991 version of this in book reframing norganizational culture let s get into it digital pulsing. We re gonna start by talking nabout schein s background. Then the competing napproaches to study culture culture as a core concept schein s definition of culture and lastly the levels of culture. And that s really what nthis article is known for most people come away nwith an understanding of the three levels of culture.
So first schein s background. Professor at mit. At the nsloan school of management. He s written over a dozen nbooks and many articles on life and organizations.
He s very well known for his contributions to organizational culture and leadership. So let s talk about nthe. Competing approaches to study and define culture. First is the survey research approach.
This is very common and this napproach wants to quantify and measure organizational nculture like through. Surveys. You fill out your bubble sheets. You circle.
A five or a nfour for various questions and then a consultant or the person in human nresources crunches. The numbers and comes out with a picture of the group morale and satisfaction and this approach is synonymous nwith organizational climate. He doesn t say so but this approach is oftentimes nseen as skimming the surface to organizational culture and ngetting at some aspects of it. But not to the deeper levels next is the analytical ndescriptive approach.
And this has some nsimilarities to the first one it still wants to measure culture. But breaks culture down into nanalytical component. Parts for example it looks at rites and rituals stories and other symbolic manifestations of the deeper phenomena that ncollectively imply culture so in other words you have your rites nrituals norms et. Cetera and that overall adds up nto culture as we know it so the idea.
There is you can understand the component. Parts of it nand get a handle on that then you have a pretty good nidea of what the culture of that organization is like because those add up to an overall concept that we consider to be culture culture. Though is a big concept and it s hard to wrap your head around and so it s a little neasier to understand it if you break it down the third approach is nthe ethnographic approach. And this is the most traditional approach to studying culture.
Where the deeper structures of nculture cannot be understood without intensive and nextensive observation..
And interviews with key cultural insiders. So this is the approach nthat ethnographers. Take culture exists. Only as nan enacted social reality of the observable nbehavioral manifestations of members of the culture.
In other words. You can really only understand culture. If you watch people live. It it s a lived social nreality and not something that you can just fill out a nbubble sheet.
And figure out with a couple of fours nor fives on a survey. You have to talk to insiders you have to get in there and nlive it and watch it happen. This is the approach ntaken by anthropologists and sociologists. It s really the traditional ntime consuming approach.
Where people go in for months. Sometimes years into a community and study it from the inside. Nowadays you actually see anthropologists and sociologists going in and nstudying. Large organizations and figuring out what ntheir cultures are like let s turn now to the ncommon conceptual themes in the article about culture schein talks about how culture nimplies stability over time.
This is not something nthat happens. In a flash. Culture is a lasting part nof organizational life culture emphasizes nconceptual shared meaning so it s not just about the behaviors. But it s about how people think and feel and process things as a group in other words.
If you re part of this culture. You probably see things nrelatively the same way as others. Because you have a shared nmeaning about what things mean culture. Implies patterning.
If you ve ever joined a new organization and you show up at work and nyou don t really understand all the activity. That s nhappening around you might look a little chaotic and random. But over time you learn nthat there s a pattern and that pattern has emerged for a reason that members of the culture. Understand culture implies dynamics.
So even though it is stable over time. We re talking about human nbeings and interaction. And so there is change as well this is a dynamic moving target culture implies all aspects of group life culture is not off to the side like you have your accounting department and your sales department and you also have the npeople in human resources that worry about culture nthat s not what culture is culture is a through and through part of everybody s experience in the group. So let s turn now to the nformal definition of culture that schein offers.
It s a multi part definition..
It s very lengthy and you may wanna take nseveral passes at it culture is a pattern of shared nbasic assumptions invented discovered or developed nby a given group as it meaning. The group learns to cope with its nproblems of external adaptation and internal integration. Nthat has worked well enough to be considered valid. And therefore is to be taught to new nmembers of the group as the correct way to perceive think and feel in nrelation to those problems like i said.
It s pretty lengthy you may want to rewind and read it over a couple nof times to internalize. It the levels of culture are really the part that most people come away with from this article. Remembering because it s relatively visual ncompared to the other aspects and it s very concrete schein talks about how our nartifacts rest upon values. Which rest upon underlying assumptions.
And that it takes a lot nof time to understand the different levels of one s nown organizational culture. I think it s helpful to nthink of this as a pyramid where the artifacts are njust the tip of the iceberg the most visible part so the artifacts. According to schein are the visible organizational nstructures and processes and even though they re visible. They re easy to look at nand see and point to they re very hard to decipher.
So if your organization is organized in a chain of command nhierarchy style versus a team organizational pattern. Well it s not easily ndecipherable. What that means at a deeper level you can see it let s say you have an assembly line you can see it. But what does nthat mean at a deeper level the meaning is not apparent.
And he said you have to spend nsome time drilling down past these level of artifacts to understand the values nthat go underneath them so underneath the tip of the iceberg those artifacts rest upon values and the values are the strategies. The goals the philosophies of a culture. The espoused justification. So these are the reasons nthat.
We re doing things. This is why we re driven nin a certain direction to choose certain artifacts nthat rest upon them it takes a little time to reflect. However so beneath the level of let s say you have as an artifact. An assembly line or a nchain of command hierarchy beneath that you re gonna nbe driven by a set of values that made you decide to organize things that way in the first place.
And what are those values well it depends. Every organization every culture is going to be different maybe you think that nefficiency is a primary value and maybe you believe that nthere s only one right way to do thing. And that s a philosophy or a justification for those decisions. Those by the way are the kind that come out of nthe classical management era.
Especially frederick. Taylor. And those values have shaped na lot of organizations and they ve driven a lot of people to make decisions in a certain way so beneath the values nwe have the foundation. The underlying assumption nunderneath it all and because they re nunderlying assumptions they re very hard to get a handle on you re not gonna figure these nout in a couple of minutes.
These are the unconscious ntaken for granted beliefs habits of percep hav..
Nthought and feeling these are the ultimate source of the parts of the pyramid above. It the values and those actions that we take on top of those values underlying assumptions are the things we don t generally talk about and schein said. It s nworth reflecting on these and it may take some time to figure out what your underlying assumptions are i wanna give you one very isolated example to give you a taste for it based upon everything. I ve read and heard the company called amazon is a nvery difficult place to work whether you re at the corporate noffices or in the warehouse.
It s a hard place to work. And there have been many narticles written about that part of it likely comes from nthe underlying assumptions that the leaders have about npeople about employees. And if you listen to the ceo. Long enough you re gonna say yeah.
He s gonna say yeah. It s na hard place to work and look. We re gonna ndrive you pretty hard and if you got him in a room alone in a more vulnerable moment. And you said well what do you think about people.
Why is it why do you have to drive people so hard. He might come away with saying well look people are lazy. Nor you gotta watch them or they re gonna take advantage of you i ve heard. Many bosses nsay things like that when you push them on their philosophy.
Now. I m not saying. He believes this i m not saying the ceo nof amazon believes this but it is interesting to nrealize that beneath his choices for a very hard place to work nare underlying assumptions that shaped his values and the artifacts in that organization if you contrast that with facebook. Which is an amazing place nto work by most accounts high level of satisfaction.
Very generous maternity nleave and so forth people really want to work at facebook. And you push the leaders on their underlying nassumptions about people in other words. What are employees like what are people like i believe that they would nhave a pretty favorable view of what employees are like how workers are because they ve built on top nof that values and artifacts that support a positive view of employees now we re only looking nat. One isolated example and we re speculating.
But that s the idea it takes a while to talk through this. And it s hard to get a handle on it because they are underlying assumptions. But those are the three levels of culture that most people come away with and when they read these nwritings by schein. The artifacts values and nunderlying assumptions.
If i had to rank this article. I would say it s in the top 10. Probably even top five organizational communication. Nstyle articles written on culture.
It s cited by just about every author..
That s ever written on culture nrecently and for good reason schein delivers things in a very clear way. But he has a level of sophistication that he adds to it even nthough. He s incredibly clear and relatively concise when it comes to writing about culture. So i highly recommend it thanks and i will see you next time ut as well let me know how you guys like it okay.
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This one says sd right there standard definition so and at the bottom here. It tells you the quality is in cam or in hd. So that kind of tells you exactly what type of quality you will be getting when you want to stream that specific movie or tv show. Which is pretty helpful without having to click only you get the information and you decide if you want to watch it or not so our guys go ahead and try all these websites out let me know how you like it.
Which one is working the best for you maybe on what device you re on and you know if you have any other suggestions of create movie websites that i did not mention on this video feel free to put in the comment section below. We re all gonna appreciate you sharing your knowledge and the information you have so we can all keep going all the free streaming solutions that we re putting together alright. I ll see you guys next. Time.
For another video. You be safe like i was saying shalom baba. Gas music. ” .
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Organizational culture from Edgar Schein s 1991 article, “What is Culture?” His model of organizational culture looks at, among other things, levels of culture including artifacts, values, and underlying assumptions.
Edgar Schien s three levels of organizational culture is referenced in scores of books and thousands of articles seeking answers to the question, What is organizational culture and why does it matter?
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