Assessing a Corporate Culture ≯ Structure Driving Beliefs Strategy Managerial People Beliefs Ti Performance Beliefs Systems Organization Hypothesis: if the beliefs are not aligned, performance suffers SOURCE: Boston College Debbie Nightingale, MIT@2002
16 Debbie Nightingale, MIT © 2002 Hypothesis: if the beliefs are not aligned, performance suffers. SOURCE : Boston College Performance Assessing a Corporate Culture Organization Driving Beliefs Strategy Structure Systems People Beliefs Managerial Beliefs
Levels of culture Artifacts The visible, hearable, feelable manifestations of the underlying assumptions, e.g. behavior patterns, rituals, physical environment, dress codes, stories, myths, products, etc Source: Ed Schein, Sloan School of Management Debbie Nightingale, MIT@2002
17 Debbie Nightingale, MIT © 2002 Levels of Culture The visible, hearable, feelable manifestations of the underlying assumptions, e.g. behavior patterns, rituals, physical environment, dress codes, stories, myths, products, etc. Artifacts Source : Ed Schein, Sloan School of Management
Levels of culture Shared Espoused Values The espoused reasons for why things should be as they are, e.g. charters, goal statements, norms, codes of ethics, company value statements Source: Ed Schein, Sloan School of Management Debbie Nightingale, MIT@2002
18 Debbie Nightingale, MIT © 2002 Levels of Culture The espoused reasons for why things should be as they are, e.g. charters, goal statements, norms, codes of ethics, company value statements Shared Espoused Values Source : Ed Schein, Sloan School of Management
Levels of culture Shared Basic Assumptions The invisible but surfaceable reasons why group members perceive, think, and feel the way they do about external survival and internal integration issues, e.g. assumptions about mission, means, relationships, reality, time, space, human nature, etc Source: Ed Schein, Sloan School of Management 19 Debbie Nightingale, MIT@2002
19 Debbie Nightingale, MIT © 2002 Levels of Culture The invisible but surfaceable reasons why group members perceive, think, and feel the way they do about external survival and internal integration issues, e.g. assumptions about mission, means, relationships, reality, time, space, human nature, etc. Shared Basic Assumptions Source : Ed Schein, Sloan School of Management
Cultural Interfaces -Nations/Ethnic Groups Government/Industry Industry/Industry -Company/Company Division/ division Functional Groups Hierarchical echelons Occupational communities Source: Ed Schein, Sloan School of Management Debbie Nightingale, MIT@ 2002
20 Debbie Nightingale, MIT © 2002 Source: Ed Schein, Sloan School of Management Cultural Interfaces ➥Nations/Ethnic Groups ➥Government/Industry ➥Industry/Industry ➥Company/Company ➥Division/Division ➥Functional Groups ➥Hierarchical Echelons ➥Occupational Communities