Organizational Culture and Leadership E' Schein

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Organizational Culture and Leadership (E. Schein)
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The Role of Executive Managers and Corporate
Cultures (E. Schein)
Visible organizational structures and processes.
Easily observed but hard to decipher.
Artifacts
Espoused (Stated) Values
Strategies, goals, philosophies
Unconscious, unstated, taken-for-granted beliefs,
perceptions, thoughts, and feelings (ultimate
source of values and action).
Basic Underlying Assumptions
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The Role of Executive Managers and Corporate
Cultures (E. Schein)
Examples mission statements, bankruptcy,
organizational structure, myths, legends, visible
group behavior, artistic creations, technology.
Artifacts
Espoused Values
Stated justifications that may reflect
rationalizations or aspirations instead of values
that actually work in a constructive manner.
Ultimate source of values and action. Treated as
nonnegotiable.
Basic Underlying Assumptions
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Values and Ethics

• Values come out of social science research. This
  literature describes peoples stated or
  observable beliefs about what they prize. (Some
  people may prize status and power, for instance)
• Ethics is a construction by philosophers. It is
  based on logical axioms regarding right and wrong
  behavior. (Example, The Categorical Imperative
  by Kant.)

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Organizational Culture and Learning

• Learning involves the detection and correction of
  error.
• Single loop learning a search for an alternative
  approach, given current objectives, goals,
  values, plans and rules.
• Double loop learning Occurs when underlying
  governing assumptions are questioned and
  confronted. This can provoke a lot of anxiety
  and defense mechanisms in organizations.

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