LEVELS
Schein suggests there are, in fact, 3 levels on which organizational culture makes its presence felt:
Typical organizational Behaviors form the most observable level of culture, and consist of behavior patterns and outward manifestations of culture, such as perks provided to executives, dress codes, the level of technology utilized (and where it is utilized), and the physical layout of work spaces. Some notable characteristic behaviors may have considerable longevity – such as rites, ceremonies, organizational myths, and “shop talk.”
Values underlie and, to a large extent, determine behavior, but they are not directly observable (as behaviors are). There may be a difference between stated and operating values (the values the organization espouses, and those that are actually “in
use”). Organizational values are frequently expressed through norms–characteristic attitudes and accepted behaviors that might be called “the unwritten rules of the road”–and every employee quickly picks them up.
To really understand culture, we have to get to the deepest level: the level
of Fundamental Assumptions. An organization’s underlying assumptions grow out of values, until they become taken for granted and drop out of awareness.
These levels may be viewed like an iceberg, with the most immediately visible level at the top, while the others are generally submerged or implicit.
Schein suggests there are, in fact, 3 levels on which organizational culture makes its presence felt:
Typical organizational Behaviors form the most observable level of culture, and consist of behavior patterns and outward manifestations of culture, such as perks provided to executives, dress codes, the level of technology utilized (and where it is utilized), and the physical layout of work spaces. Some notable characteristic behaviors may have considerable longevity – such as rites, ceremonies, organizational myths, and “shop talk.”
Values underlie and, to a large extent, determine behavior, but they are not directly observable (as behaviors are). There may be a difference between stated and operating values (the values the organization espouses, and those that are actually “in
use”). Organizational values are frequently expressed through norms–characteristic attitudes and accepted behaviors that might be called “the unwritten rules of the road”–and every employee quickly picks them up.
To really understand culture, we have to get to the deepest level: the level
of Fundamental Assumptions. An organization’s underlying assumptions grow out of values, until they become taken for granted and drop out of awareness.
These levels may be viewed like an iceberg, with the most immediately visible level at the top, while the others are generally submerged or implicit.
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