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1992). This difference will be examined arriving at a list of underlying
in part two of the model – analysis. assumptions) to actually analyze the
Thirdly, basic assumptions of the culture, the stated culture must be
organization are identified. Perhaps the compared to something (another
best way to identify underlying organizational culture, actual values
assumptions is through a process versus stated values, leader-driven
meeting – where artifacts are listed, culture versus employee-driven culture).
values discussed and underlying This comparison does not necessarily
assumptions are reviewed. This make the culture “bad” or “good”, but
meeting, facilitated by an outsider, should more appropriately measure the
allows for assumptions to be identified, “fit” of the organization with its mission
discussed and written (Schein, 1992). In and people. Fern Lobo, in her article
this step, surveys are probably least “Know the Code”, confirms this
effective. According to Schein, assumption, when she states culture
“they only unearth some of the examination includes “understanding the
artifacts, some espoused values, and behaviors currently engendered and
maybe one or two underlying examining the behaviors that interfere
assumptions.” (Schein, 1999). with an egalitarian workplace.” (Lebo,
Another perspective on assessing 1997). The comparison should
the culture is to examine it in terms of ultimately be between the perceived and
how the workforce (group) works within actual cultures and whether the actual
a symbolic frame to accomplish its culture enhances the organization’s
goals. For example, one may examine mission and whether it allows for
how someone becomes a member of the development of the organization’s
group, specialized language that is used people. This “congruence” or harmony
within the group, stories and history of between culture, mission, and people can
the organization, as well as how the be examined in four ways.
group uses humor and play (Bolman & First, using the assessment,
Deal, 1997). culture artifacts can be compared to
The information collected in the stated values to see if the physical
artifacts, values and assumption stages is manifestations of the organization
written in a report format using basic (artifacts) are congruent with the stated
bullet points for each category. It is then values. For example, if an organization
used to “analyze” the culture – by states that one of their values is
comparing the artifacts to the values to innovation and learning, but does not
the assumptions. In addition, the reward people who complete additional
analysis examines the “espoused” ideas degrees, does not schedule or pay for
versus the “real world” ideas – in terms training, consistently tells stories how
of both mission and people. the founder made millions without a
formal education, and creates a climate
Analyzing culture: Analysis - where formal learning is seen as
The congruence test “theory” not “real world”, one would
assume there is a congruency gap
The author believes that once between the value and the artifacts.
culture has been assessed (ultimately
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A second area of analysis workforce in order to reinforce a given
examination is to compare the espoused culture. An example of this may be a
values with the actual values of an company that, due to deregulation,
organization and list the actual values. suddenly must work with a stronger
For example, by examining the artifacts sense of urgency as well as customer
and feelings concerning learning and focus. If an employee’s individual
innovation, one might say assume that demeanor and behavior is not one of
learning in a formal sense is not a urgency and the culture demands this
perceived value in the organization. The urgency, what should be done? The
organization instead values practical Cultural Congruence Model analysis
hands on learning and a learn by doing attempts to take the cultural assessment,
concept. determine the right “fit” between
A third way to analyze the value individual and culture, show what
of culture is to examine the corporate individual changes are needed to meet
mission and to extrapolate what type of the culture standards or what cultural
culture would enhance the organization’s changes are needed to retain the current
mission. This concept is similar to workforce.
hiring potential employees who will “fit” In other cases the culture may not
in the organization. Using a similar “fit” the individual(s), and the workforce
thought process, one could say in order may force a cultural change. For
to meet the goals of this organization, an example, companies that do not value
appropriate culture would include certain balance of work and home life may face
elements. For example, an organization crises in recruiting and retaining a
that is suddenly forced to change due to skilled workforce. In this case, the
global competition, deregulation or organization may realize that in order to
merger, may realize that “a sense of achieve their mission, they must adapt
urgency” is now important in responding the culture to the individual – changing
to customers and relating to the basic assumptions about work and home
environment. This new “value” must be life, instilling values that include
instilled in order to fulfill the mission of “balance” and reinforcing artifacts such
the organization or even to survive as an as flexible work times, less formality,
organization. and an enhanced emotional climate.
Lastly, culture can be compared
to the workforce. In this step, the Analyzing culture:
workforce would be examined in terms Implementation - Determining
of personal values, ideas of what is changes
important, and personal decision-making
processes. This could be done in terms The final step in the model is to
of employee surveys, personal determine changes that must be made in
interviews, and/or personal development the organization’s culture. While
plans. Using this information, it is implementation of cultural changes is an
determined if the workforce reinforces immense undertaking and remembering
the existing culture, if the culture needs that “changes rationally conceived
changes to retain the workforce, or if traditionally fail” (Bolman & Deal,
individuals should be ousted from the 1997), the gaps identified in the analysis
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stage, whether between artifacts and in themselves are neither good nor bad.
values, espoused values and Instead a culture should be congruent
assumptions, mission and culture or with the organization's mission and
culture and workforce are examined. As workforce. The Culture Congruence
part of this examination, action steps Model attempts to assess the culture
toward implementing change in the through examination of artifacts, values,
organization are determined. and assumptions; analyze the culture by
Due to the scope of this paper, comparing “actual” artifacts, values, and
the implementation of cultural change is assumptions to “espoused” ones, while
not discussed here, only to note that determining what culture is optimal for
specific “gaps” are identified and acted both the organization mission and
upon based on the cultural assessment workforce; and finally identify the
and analysis. “gaps” from the analysis and propose
action steps to implement cultural
Conclusion change in an organization.
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Appendix I
Part I: Artifacts
Using the list below, describe your working environment, in terms of…
Working hours
Dress code
Social events
Formality of language
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Part II: Values
List the stated values of your organization. If your organization does not have written value
statements, value ideas can be obtained through interviews with senior management,
observation, and employee surveys.
Espoused Values:
Actual Values
Actions
“Mental maps” – habits of thinking that guide perceptions, thought and language
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Part IV. Group symbolism
Examine the organization in terms of socialization issues; include the following questions in
your thinking.
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References
Lebo, F. (1997, June). Know the code. Security Management, vol. 41, issue 6, p. 25.
Levering, R. & Moskowitz, M. (2001, January 8). The 100 best companies to
Schein, E. (1999) The corporate culture survival guide: sense and nonsense about