you are a consultant for an organization, and they would l…

you are a consultant for an organization, and they would like you to work on developing their core values. The organization would like their core values to reflect key attributes of their culture. an organization, such as a company, community group, or nonprofit organization. a 10- to 12- slide Microsoft® PowerPoint® presentation describing cultural, research-based models and how they help clarify the organization’s core values. at least three credible, peer-reviewed references. the citations in your presentation consistent with APA guidelines. Purchase the answer to view it

Developing Core Values: Cultural Research-Based Models

Introduction:
Core values are the fundamental beliefs and guiding principles that shape the culture of an organization. They influence the behavior, decisions, and actions of individuals within the organization. Developing core values that align with the organization’s culture is essential for creating a strong organizational identity and fostering a positive work environment. This presentation will explore cultural, research-based models that can aid in clarifying an organization’s core values.

I. Schein’s Three Levels of Organizational Culture:
A. Artifacts and Behaviors:
Schein’s model proposes that organizational culture can be observed through visible artifacts and behaviors. These include physical structures, dress code, language, rituals, and patterns of interaction. By identifying and analyzing these external manifestations of culture, organizations can gain insights into their core values.

B. Espoused Values:
Espoused values represent the stated or publicized beliefs and norms of an organization. They are often communicated through official documents, such as mission and vision statements, as well as through leadership actions and rhetoric. Understanding the espoused values is crucial to validating and aligning them with the desired core values.

C. Basic Assumptions:
At the deepest level, Schein suggests that core values are embedded in an organization’s basic assumptions. These are the unconscious beliefs, perceptions, and thoughts that are taken for granted by members of the organization. Uncovering and examining these hidden assumptions can provide insights into the true core values of the organization.

II. The Competing Values Framework:
The Competing Values Framework, developed by Cameron and Quinn, offers a multidimensional model for understanding organizational culture. It identifies four core types of organizational cultures:

A. Clan Culture:
Clan cultures are characterized by a focus on collaboration, teamwork, and employee empowerment. Core values in clan cultures typically emphasize employee development, loyalty, and building strong relationships. By nurturing a supportive and inclusive environment, clan cultures can foster innovation and adaptability.

B. Adhocracy Culture:
Adhocracy cultures prioritize innovation, creativity, and rapid decision-making. They value risk-taking, experimentation, and entrepreneurial spirit. The core values of adhocracy cultures often revolve around embracing change, flexibility, and encouraging individual initiative. These cultures are well-suited to dynamic and fast-paced industries.

C. Market Culture:
Market cultures are driven by competition, achievement, and results. The core values of market cultures typically focus on performance, customer satisfaction, and achieving measurable outcomes. These cultures foster a strong drive for success and accountability.

D. Hierarchy Culture:
Hierarchy cultures are characterized by a strong emphasis on stability, rules, and formal structures. Core values in hierarchy cultures revolve around adherence to procedures, order, and control. These cultures prioritize efficiency, consistency, and following established protocols.

III. Research-Based Approach to Clarifying Core Values:
A. Organizational Surveys:
Conducting organization-wide surveys can provide valuable insights into employees’ perceptions, values, and beliefs. Analyzing the survey data can help identify the shared values and areas of misalignment within the organization. By involving employees in the core value clarification process, organizations can enhance employee engagement and commitment.

B. Ethnographic Research:
Ethnographic research involves immersing researchers in the organization’s culture to understand its unique dynamics and values. This approach provides a qualitative understanding of the organization’s culture and core values. Ethnographic research can uncover tacit knowledge, informal practices, and cultural nuances that are not easily captured by surveys or questionnaires.

C. Stakeholder Feedback:
Engaging stakeholders, such as customers, clients, and community members, can provide valuable perspectives on the organization’s core values. Gathering feedback through interviews, focus groups, or online platforms can help identify the values that resonate with stakeholders. This inclusive approach ensures that the organization’s core values align not only with internal stakeholders but also with external stakeholders.

Conclusion:
Developing core values that reflect the key attributes of an organization’s culture is essential for establishing a strong organizational identity. By using cultural, research-based models, organizations can gain valuable insights into their core values. Schein’s Three Levels of Organizational Culture and the Competing Values Framework offer frameworks for understanding and clarifying core values. Additionally, research-based approaches such as organizational surveys, ethnographic research, and stakeholder feedback can further enhance the core value clarification process. Aligning core values with the organization’s culture helps create a positive work environment, enhances employee engagement, and fosters organizational success.

References:
– Cameron, K. S., & Quinn, R. E. (2019). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
– Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
– Schein, E. H. (2016). Organizational culture and leadership: A dynamic view. John Wiley & Sons.