Organizational Culture, Innovation, and Performance: A Test of Schein’s Model

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Table of Contents

Introduction
Relationship with Class Topics
Critical Thinking
Conclusion
Works Cited

Introduction

Edgar Schein developed a model to help employees and students understand the ways of improving their interactions regardless of the cultural differences amongst them. Schein argued that his organisational culture model is an abstract presentation (Hogan and Coote 1609). His model makes culture more visible in organisations by understanding the direct and indirect mechanisms that regulate the behaviour and policies of companies. He explained that organisational culture is influenced by direct mechanisms like behaviour, opinions, and status of a company. On the other hand, indirect mechanisms (mission, formal guidelines, corporate identity, and organisational design) are determinative and do not have direct influences on an organisational culture (Hogan and Coote 1612). The organisational culture model is represented as an onion shape with the artifacts and symbols, core values, and assumptions forming the outer, middle, and inner layers respectively. He argued that his model can be used to create cultural change by unlearning bad behaviour before adopting ethical and professional practices. According to him, organisational change starts from the periphery (artifacts and symbols) because it is easy to change them (Hogan and Coote 1615).

Relationship with Class Topics

The class topics, especially on organisational culture and ethics resonate with the arguments presented in the article by Edgar Schein. His arguments surround the issues of introducing change in the behaviour of employees and developing a reputable brand through professional conduct (Hogan and Coote 1618). In addition, it introduces key elements that explain the importance of changes in organisations by highlighting the benefits that a company can enjoy if it focuses on cultural advancement through rewarding employees who perform well. This article and the class topics emphasise the importance of ethical values and behaviour in shaping the public’s perception and attitude towards an organisation.

Critical Thinking

Relevance

The article by Suellen J. Hogan and Leonard V. Coote about organisational culture is relevant because it helps managers, employees, and students to understand the importance of transforming organisations through a change of practices and beliefs. The authors have used this model to explain the significance of changes in organisations and how this can be achieved. In addition, the model explains various levels of an organisational culture and how change can be initiated by giving priority to the peripheral layer of artifacts and symbols (Hogan and Coote 1621). Most managers fail to transform their organisations because they focus on the core elements (basic underlying assumptions) which are difficult to change.

Influence on My Thoughts

The article has influenced my thoughts regarding managing the cultures of organisations to enhance productivity. I had thought that an organisation can change without necessarily understanding the framework of how its culture works. However, my perceptions have changed since I read the articles and now it is clear to me that most managers do not know how to transform the cultures of their organisations. This article is relevant and suitable for organisations that want to excel in today’s cosmopolitan markets.

Conclusion

The culture of an organisation dictates how its managers and employees do their work to meet the needs of clients. The article by Suellen J. Hogan and Leonard V. Coote explains how organisations can change their cultures to embrace innovations and improve performance. The use of Schein’s model to explain these issues makes the article relevant for organisations that plan to motivate employees and improve performance.

Works Cited

Hogan, Suellen J., and Leonard V. Coote. “Organizational culture, innovation, and performance: A test of Schein’s model.” Journal of Business Research 67.8 (2014): 1609-1621.

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