Organization’s Culture

Question: How do artifacts give insights into an organizations culture? Give examples by describing the artifacts of at least two organizations and relating them to the culture. Answer: The artifacts play a critical role in any organization and every decision that is made with respect to artifact can change the organization or business culture. An organization has three different or distinct levels in which Artifact is one of the levels. This level indicates towards the degree to which the various cultural facts are visible to the observer. An artifact includes physical, open or vocal identifiable components in a firm or organization such as office jokes, furniture, architecture and dress code this all demonstrate organizational artifacts (Rafaeli and Pratt 2013). The visible elements in a culture and which are recognized by the people and not a part of the culture known to be Artifacts. Outdated artifacts will build barriers to change if the workers associate them with old behaviors and standards. It is referred to objects that are made by human beings which are developed for some specific purpose (Hogan and Coote 2014). It can either be modern or ancient, and they represent some aspects of the civilization and culture in which they were used and created. Figure 1: Three Levels of Organizational Culture (Source: Schneider et al. 2013, pp.370) The artifact leaves a significant impact on the organization culture; the culture can be changed by changing artifacts. It is much easier to apply a new coat of paint in the old house rather than fixing the joists that are holding it up altogether (Alvesson 2016). However, the new color can make the old house look good and pleasant, similar changing the enterprise or a cultural organization artifact works same. The agency can ask their employee to change and implement a new dress code. The team can start a tradition of singing a song for those who comes late in the office. All the furniture can be replaced by kindergarten classroom tables and chairs or desks (Dauber et al. 2012). The customer representative officer title can be changed to "Chief Smile Officer" and much more. All of these changes will result in the firm or organization cultural shift which will affect the way it feels like to come to the workplace every day, and that can also lead to the team to move closer towards their objectives or goals (Van Muijen 2013). These artifacts are easy to implement in the organization, and it is easy to be detected in the body. But it is also true that the changes that have been made have to address the company values. Otherwise, it will be of no use even if there are tons of changes made in the organization. It is recommended that just don't do it for the sake of doing; the team can move ahead, remove and add or change artifacts but by aligning the assumptions and values. Considering Digital Equipment Corporation, in this organization the employees are always in meetings with other staff as there were no close doors and no walls, their dressing code is completely informal, and there is a feel of intensity all around the organization, and we will get a sense or feel of the fast-paced action. On the other hand, a Lego manufacturing company that produces Lego, the artifacts is mostly found in the playing Lego materials that the firm manufactures. The company provides hard and multicolored plastic binding bricks, and the small figures have been the primary physical artifact on the Lego culture both regarding material production. The most recognizable artifacts that are used by the Lego company is to represent its goals or targets as it is a format statement of strategic aim that also includes the firm's mission and beliefs. References Alvesson, M., 2016. Organizational Culture. Sage Publications Incorporated. Dauber, D., Fink, G. and Yolles, M., 2012. A configuration model of organizational culture. Sage Open, p.2158244012441482. Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research, 67(8), pp.1609-1621. Rafaeli, A. and Pratt, M.G., 2013. Artifacts and organizations: Beyond mere symbolism. Psychology Press. Schneider, B., Ehrhart, M.G. and Macey, W.H., 2013. Organizational climate and culture. Annual review of psychology, 64, pp.361-388. Van Muijen, J.J., 2013. Organizational culture. Drenth P] D, Thierry H (Eds): Handbook of Work and Organizational Psychology, 4, pp.113-131.