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Reflection Based on the class readings, organizational culture is…
Reflection
Based on the class readings, organizational culture is integral in developing an organization’s innovative process. Jin et al. (2018) assert that culture is necessary for developing a good organizational innovative process since it provides the framework for sustainable development and critical decision-making process. Some cultural practices are hard to measure, whereas others are easier and possible to track. My organization’s innovative culture can be studied and understood within the culture subsets of artifacts, espoused beliefs and values, and basic underlying assumptions.
Artifacts are defined as the tangible and observable factors that determine organizational performance; these structures include behavior observed, structures and processes, and key decision-making feedback procedures (Schein & Schein, 2016). My current organization contains significant structures to help us improve the organizational value and innovate our working processes. We have artifacts such as a good climate for working, proper technologies to support research and innovation, and clear processes needed to guide behavior. The organization process is clear and defined, making it easier for the workers to make decisions without continuous supervision, which makes innovation easier since workers understand their limits and expectations. The observable behavior is that even though workers are free to do anything they need, there is a clear respect for authority and the laid-down processes.
On the other hand, innovation cannot be possible without espoused beliefs and values. The espoused beliefs and values can be defined as the organization’s mission, vision, and ideals that define its innovative process (Schein & Schein, 2016). Before being accepted to work in the organization, every employee is trained on the organizational values and mission. Therefore, every worker is expected to work towards enacting the said values and principles to ensure success. Every rationalization of projects should be done based on whether it helps meet the objectives and missions of the organization. Therefore, it is easier to direct efforts toward improvement. Based on these values, the basic underlying assumption is that the mission is the key guide to organizational performance; therefore, no one should deviate from the normal plans in their innovative process.
References
Jin, Z., Navare, J., & Lynch, R. (2018). The relationship between Innovation Culture and innovation outcomes: Exploring the effects of sustainability orientation and firm size. R&D Management, 49(4), 607-623. https://doi.org/10.1111/radm.12351
Schein, E. H., & Schein, P. (2016). Part 1: Defining the Structure of Culture. In Organizational culture and leadership (pp. 1-75). essay, Wiley.
Question 1:
I find that department leaders and the C suite in my hospital make or break the espoused beliefs and values. I have been in healthcare long enough were I have seen C suite come and go and went to settings where the leadership did not exude these espoused beliefs and therefore the staff did not. I have seen hospitals go from everyone truly believing in the mission, vision and values because of the passionate C-suite and leaders and in a few years after key leaders left it was very difficult to see these espoused beliefs. D. you feel that leadership can create or destroy espoused beliefs? “Rationalizations may or may not be congruent with behaviors” (Schein & Schein, 2016). What role do you think has the greatest impact on espoused beliefs and values?
Question 2:
You provided great information, particularly the acknowledgement of the role of espoused beliefs and values. The highlighted focus on organizational vision, mission, and ideals defines the innovative process perfectly. Each employee being trained in organizational values is critical to enacting principles to secure success (Jan-Erik Romar, 1994).
Reflecting on your organization, have you seen any imperative changes that can be made to further improve the organizational culture though innovation projects directly influenced by espoused beliefs and values?
Jan-Erik Romar. (1994). Case studies of Finnish Physical Education Teachers: Espoused and Enacted Theories of Action. University Microfilms International A Bell & Howell Information Company.
