Corporate Culture Survival Guide (Chapter Research Paper

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(Schein, 1999, paraphrased)

There are different considerations of culture in the mature organization because when the organization is mature the organization has a corporate culture that is reflective of all the organization parts and the subcultures serve to reflect the functions, products, markets and geographic of the organization. According to Schein, along with the age of the organization the corporate culture and subculture misalignment results in complex problems related to the organization's survival especially where the "technology, market conditions and financial situation have changed.

Schein writes that the greatest danger in the attempt to understand culture of the organization is oversimplification. There are reported to be three levels of culture including: (1) artifacts, or the visible structures of the organization and organizational processes; (2) espoused values or the strategies goals and philosophies of the organization; and (3) the underlying assumptions or the unconscious beliefs, perceptions and thoughts which are generally taken for granted. (Schein, 1999, p. 21)

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In regards to the artifacts of the organization Schein (1999) writes that one can easily sense the cultural artifacts and these cultural artifacts are clear and as well are reported by Schein (1999) to have "immediate emotional impact." (p.22)l When the individual fails to understand why organizational members behave as they do and the reason the organization is constructed as it is constructed then it is difficult to understand what is going on. However, when one is able to speak with insiders and to ask questions about what is observed and felt then the individual is able to go to the culture's next and deeper level. There are variations between the cultural paradigms of organizations. For example the cultural paradigm of DEC was constructed on "ten deep assumptions." (Schein, 1999, p.3) Those assumptions are reported to include such as the following:

(1) individualism and a spirit of entrepreneurism;

(2) Willingness of employees to take responsibility;

TOPIC: Research Paper on Corporate Culture Survival Guide (Chapter Assignment

(3) Individuals who are smart and entrepreneurial and who are innovative in their creations;

(4) Work is delegated as necessarily fun;

(5) Each individual is a family member and job security therefore exists;

(6) Customers are to receive total respect and are always told the truth;

(7) When people are responsible and acting in good will, any and all problems can be solved. (Schein, 1999, paraphrased)

(8) Engineers are those who know best and this is particularly true when the early customers were also engineers and techies;

(9) The best method for defining priorities is internal competition among projects and the market being that which decides what wins; and (10) Maintenance of control that is both centralized and paternalistic. (Schein, 1999, pp. 30-1)

It is of critical importance to understand that when it comes to culture that some of these stated assumptions interact with other assumptions in a direct manner. It is impossible to have debates that are strong without people that are responsible and emotionally draining emphasis on debate cannot be sustained and neither can pushback without the paternalistic and secure climate in the organization. Failure means simply that the individual was in the wrong job in the organization and that they would be relocated to another position in the organization. Assumptions may also be found in conflict with one another and this requires identification of the assumption that has priority when assumptions are in conflict. Schein relates that when assumptions work "in concert with each other" the result is "an incredible sense of empowerment at all levels of the organization and in an atmosphere of involvement and commitment that crated a highly successful company.

Schein (1999) relates that the paternalistic organization is the same as a family and that individuals employed by these organizations do not simply get fired from their position but instead when it is determined that they are in the wrong position, they are relocated to another position. Employees in this cultural climate are secure, responsible and committed to the organization and its success. This enables assumptions to be prioritized depending on the critical relativity of the assumption. It is necessary to know the organization's age and stage of development as it relates to culture. Culture and subcultures must integrate in… [END OF PREVIEW] . . . READ MORE

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How to Cite "Corporate Culture Survival Guide (Chapter" Research Paper in a Bibliography:

APA Style

Corporate Culture Survival Guide (Chapter.  (2014, February 26).  Retrieved September 21, 2021, from

MLA Format

"Corporate Culture Survival Guide (Chapter."  26 February 2014.  Web.  21 September 2021. <>.

Chicago Style

"Corporate Culture Survival Guide (Chapter."  February 26, 2014.  Accessed September 21, 2021.