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

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


Core values are essential building blocks that define the culture and identity of an organization. They are guiding principles that shape the behaviors, decisions, and actions of individuals within the organization. In order to develop core values that reflect the key attributes of an organization’s culture, it is important to employ cultural, research-based models. These models provide a systematic approach to identifying and defining the core values that align with the organization’s culture.

This presentation aims to explore cultural, research-based models and demonstrate how they help clarify an organization’s core values. By understanding these models, organizations can better articulate their unique identity and create a strong foundation for success.

I. Hofstede’s Cultural Dimensions Model

One widely recognized cultural model is Hofstede’s Cultural Dimensions Model, developed by Geert Hofstede in the 1960s. This model identifies six dimensions that reflect different cultural values, including:

1. Power Distance: The extent to which less powerful members accept and expect unequal power distribution within the organization.

2. Individualism vs. Collectivism: The extent to which individuals prioritize their own goals and desires over group interests.

3. Masculinity vs. Femininity: The extent to which a society values traditionally masculine traits such as competitiveness and assertiveness, or feminine traits such as cooperation and empathy.

4. Uncertainty Avoidance: The extent to which individuals in a society feel threatened by uncertainty and ambiguity and seek structured situations.

5. Long-term vs. Short-term Orientation: The extent to which a society values long-term planning and perseverance over short-term gratification.

6. Indulgence vs. Restraint: The extent to which individuals tend to indulge in their desires and impulses or restrain and regulate them.

By understanding these dimensions and assessing the organization’s culture against them, core values can be developed that align with the prevailing cultural norms and values.

II. Schein’s Culture Model

Another influential cultural model is Schein’s Culture Model, proposed by Edgar Schein in the 1980s. Schein suggests that culture is composed of three layers:

1. Artifacts and Symbols: This outermost layer includes visible aspects of culture, such as dress code, office layout, and company logos.

2. Espoused Values: The second layer consists of the explicit beliefs and values that members of the organization claim to hold.

3. Basic Assumptions: This innermost layer represents the unconscious, taken-for-granted beliefs and assumptions that guide behavior within the organization.

By analyzing these layers, organizations can identify the core values that underlie their culture. This understanding enables the organization to develop core values that are meaningful and reflective of the organization’s identity.

III. O’Reilly and Chatman’s Competing Values Framework

O’Reilly and Chatman’s Competing Values Framework is a research-based model that classifies organizational cultures into four quadrants:

1. Clan Culture: This culture emphasizes collaboration, teamwork, and employee development. The core values in this culture include nurturing, unity, and commitment.

2. Adhocracy Culture: This culture values innovation, flexibility, and risk-taking. The core values in this culture include creativity, adaptation, and entrepreneurship.

3. Market Culture: This culture emphasizes competitiveness, goal achievement, and measurable outcomes. The core values in this culture include performance, results, and efficiency.

4. Hierarchy Culture: This culture values stability, control, and formal processes. The core values in this culture include stability, consistency, and rules.

By using the Competing Values Framework, organizations can identify which quadrant aligns with their culture and develop core values that reinforce their desired cultural attributes.


Developing core values that reflect the key attributes of an organization’s culture is crucial for establishing a strong organizational identity. By utilizing cultural, research-based models like Hofstede’s Cultural Dimensions Model, Schein’s Culture Model, and the Competing Values Framework, organizations can gain a deeper understanding of their culture and articulate core values that resonate with their employees and stakeholders. This leads to a stronger organizational culture and enhances the organization’s overall success.


Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Sage Publications.

Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119.

O’Reilly, C. A., & Chatman, J. (1996). Culture as social control: Corporations, cults, and commitment. Research in Organizational Behavior, 18, 157-200.