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The Four Levels of Organizational Culture

Organizational culture can be described as a system of common values, assumptions, and beliefs which direct the behavior of individuals within an organization. The significance of organizational culture within an organization cannot be underestimated. This is particularly because the organizational culture not only influences the way people act and dress, but it also influences the way they perform their jobs. As elaborated by Griffin, Phillips, and Gully (2019), there are four levels of organizational culture. These include; artifacts, espoused values and norms, enacted values and norms, and assumptions.

As noted above, the first level of an organization’s culture is artifacts. Artifacts can be described as the “physical manifestations of the culture” of an organization (Griffin, Phillips, & Gully, 2019, p. 527). They are essentially the physical evidence of the culture that is ascribed to by the organization. These are things that are so overt, that even an outsider can notice them. In this regard, as noted by Griffin, Phillips, and Gully (2019), some of the artifacts of an organization include; myths and stories, dress code, as well as, awards, ceremonies, and rituals. Other examples of artifacts include; office layout, furniture, mantras, inside jokes, and the like. Based on the foregoing it is apparent that artifacts are indeed the overt manifestations of the culture of an organization.

Espoused values and norms is the second level of organizational culture. These are values and norms that are “explicitly stated by the organization” (Griffin, Phillips, & Gully, 2019, p. 527). The organization outlines its mission, vision, and objectives, and the expectation is that all the individuals working therein will conduct themselves in a manner consistent with the laid out values and norms. An organization (such as a medical institution) can, for instance, indicate that it bears the mission of providing quality services to all people from diverse backgrounds (without any discrimination). In line with this mission, the individuals working within the organization will be required to provide services indiscriminately. Espoused values and norms are indeed explicitly laid out by the organization.

Enacted values and norms, on the other hand, are not exliplicity stated but are practiced by virtue of the observations made within the organization. In this regard, employees observe the conduct of the top management. If the top management engages in unethical or illegal behavior, such behavior is regarded as the “enacted values and norms of the firm” (Griffin, Phillips, & Gully, 2019, p. 527). It follows that even if an organization explicitly states that services will be offered indiscriminately, yet the managers engage in all forms of discrimination, the observed real conduct of the organization’s representatives will be the enacted values and norms.

The fourth level of organizational culture is assumptions. Assumptions can verily be described as the DNA of the organization because of the sheer difficulty that would arise in seeking to change them. They are organizational values that have become so engraved (on the organization) over a period of time “that they become the core of the company’s culture” (Griffin, Phillips, & Gully, 2019, p. 527). If, for instance, a company has been known for its diversity and inclusivity, employees would be stunned to see the managers engaging in any form of discrimination.

Organizational culture can be described as a system of common values, assumptions, and beliefs which direct the behavior of individuals within an organization. There are four levels of organizational culture. They include; artifacts, espoused values and norms, enacted values and norms, and assumptions. Artifacts are the overt manifestations of the culture of an organization. Espoused values and norms are explicitly stated. Enacted values and norms can derived from observing the common practice within the organization. Assumptions are values that have been engraved over a period of time.