The paper "Three Levels of Organizational Culture" is a good example of a management assignment.
Level 1: Observable Artifact: Artifacts have the role of marking the surface of a company. In level one, there are visible elements that can be seen by the employees even other parties. The elements may include logos, structures, clothing, and architecture; however, they are difficult to understand for the first time.
Level 2: Espoused Values: The espoused values may be standards and rules of conduct within the organization. The values are a clear indication of how the organization expresses its objectives, philosophies, and strategies in addition to how they are publicized. The ideas of the managers are also ensured to be in line with basic assumptions.
Level 3: Basic Assumptions: In this level, the organizational culture is deeply embedded by the underlying assumptions. Definitely, they are experienced as cataleptic behavior and self-evident. Ultimately, the assumptions become very unrecognizable from within.
What are five ways in which culture is transmitted to the employees? The employees get to learn about the organizational culture through different things and ways. The transmission of such a culture is usually simple and does not require much research. Firstly, the employees learn the culture through symbols which may be in the form of objects, activities, quality, and even the events that happen in the surrounding. Secondly, culture can also be transmitted to the employees through stories. Apparently, this happens when stories that emphasize particular values are repeated in the company. Thirdly, the transmission also happens through the heroes with accomplishments which embody principles, values, and standards of the company. Fourthly, the rights and rituals which are carried out during the celebrations marking imperative occasions and accomplishments may also lead to the transmission of the company’s culture. Lastly, the socialization of the company may determine the required values and norms of the company. When small companies grow, one typical reason for failure is the inability to establish an effective management structure. Why would this be the case and what should the owner do to avoid the problem. Expansion of companies comes in different dimensions that should be managed by an effective management structure. Several entities are involved which when handled with a limited concern or minimum logistics, can lead to failure. Understanding the trends is more important as doing the contrary results in unfavorable outcomes. Definitely, the effective management structure is composed of employee morale, communication, decision making, and structural understanding. Other theories suggest that the structure is composed of a division of labor, common purpose, coordinated effort, and hierarchy of authority. Apparently, the growth of a company should initiate a system that can be able to manage the perceived future which may turn out to be risky and complex than the expectations. The inability to establish an effective management structure is caused by specific factors and the resulting outcome is usually predicted, however, the triggers can be eliminated. Firstly, the vision and strategies of expanding companies should always be in line with the structure and culture of the company. The managers have to play a role in ensuring a parallel relation between factors of production, resources and achievable goals. The factors affecting the design and culture of the company should be singled out to increase economic performance (Rothaermel, 2015). Additionally, the specifications of the company have to be upheld and the culture is maintained. Doing things like they were being done before the start of growth sometimes may not work, but, the addition of well–researched procedures to the already existing and performing structure can definitely bear more fruits. Failure to relate the four factors results in confusion and promotion of a poor culture which will surely impact the company thus limiting the growth (Kinicki, Williams, Scott-Ladd & Perry, 2011). As a result, it is imperative for the owner and the managers, to formulate a system with the ability to treat relating factors with perfection to avoid failure. Secondly, bringing the employees together by the management team is also a factor that affects the growing companies. As a matter of fact, small companies are easy to manage since they may be dealing with fewer employees and few resources (Guest, 2017). However, when it is expanding the game has to change to fit into the new level. Communication is vital as teamwork is recommended in the growing sectors. Keeping the workers motivated gives them the morale to work even smarter to achieve as per common and shared goals. Working successfully with a large number of employees involves formulating new policies, encouraging the division of labor and specialization, training as well as promoting peace through the understanding of hierarchical structure. Ultimately, a growing business that understands the roles of the employees and their contribution through trained management staff stands a chance to prosper. Lastly, decision making, business analytics and respect for guidelines are factors that apply in the world of business. Ultimately, there can be no chance of prosperity without ethical decisions even if they are in accordance with the law (Kinicki, Williams, Scott-Ladd & Perry, 2011). Management staff should have the ability to make decisions with respect to the new levels and factor in the guidelines suggested by models and even situations (Ferrell & Fraedrich, 2015). Some of the common decisions that may cause failure are; mismanagement of funds by making a purchase of the least vital resources, poor chain management and employment of unqualified staff through favoritism and racism. The management team should be creative and innovative and know when to involve the employees in the decision making the process. The systems with the right people; who understand the current world and do their obligation, are the right staffs to have on board when making a transition to the new level of operation.