All organizations are unique as they possess different structures and underlying sets of values. It is important not only to describe the existing state of affairs but also to specify deeper assumptions that determine the major patterns. I would like to provide such an analysis of my organization, clarifying the main strengths, weaknesses, and underlying causes. In general, my organization has a complicated structure, but this structure allows it fulfilling its functions efficiently.

The following artifacts and processes may be specified (Schein, 2010). First, all organizational members are highly religious people, evidence of which may be observed in all offices. Second, the organization’s managers try to become spiritual leaders. In other words, they rely on persuasion and demonstration of the correct type of behavior. They do not try to impose their views on other employees or exclusively use their power. Third, the observed organizational structure is highly decentralized. The number of formal relationships and connections within the organization is very small. The organization uses all opportunities to encourage creativity and independent thinking. Fourth, the offices in the organization are also situated in a non-standard way. There are no areas allocated exclusively for top-managers or the rest of employees. In the beginning, it seems that offices are selected randomly, and no manager or employee has any advantages over others.

It seems reasonable to ask insiders (managers and employees) about these issues (Schein, 2010). The managers are open to explaining their vision and organization’s aspects. They suggest that the organization should be open to innovations and all stakeholders. For this reason, any barriers may be harmful to the organization. The managers believe that religion is an important aspect for the entire organization because it both increases people’s responsibility and stresses the role of moral behavior in all spheres of their performance. The managers recognize that they aim at becoming spiritual leaders and provide an integrated approach to influencing followers’ decisions and behavior. They admit that this objective is highly ambitious as all employees are different, and it is problematic to balance their interests properly. However, the managers hope that they will be able to achieve a substantial progress in the near future. They claim that only the decentralized structure of the organization corresponds to its goals and vision. It is impossible to encourage employees’ creativity and innovations in a highly centralized environment. The managers explain that the disposition of offices is subject to the historical evolution of the company. Each employee or manager occupies his/her office, and it is not changed in case of career growth. The organization tries to encourage the most productive efforts of its employees, and offices should not be viewed as an indicator of a social status. The employees also provide similar explanations to those of managers. However, they believe that many managers fulfill the requirements of spiritual leadership.

The organization demonstrates several values that seem appealing to me (Schein, 2010). First, the level of ethics is very high. All organization’s members recognize the role of ethical behavior. Second, mutual trust is evident. The organization does not provide any large-scale controlling operations. Its employees recognize that they should fulfill their functions in the most efficient way. They devote all their energy and strength to these operations. Third, there are a large number of creative ideas and consumer-oriented proposals generated at all organizational levels. Thus, the organization does not compromise on the quality of its services or its creative potential. As some of these values often contradict one another in other organizations, it is necessary to clarify how they are balanced in this organization.

The managers explain that all these outcomes are a result of the vision and fundamental principles of the organization. As employees recognize that their actions should not contradict religious principles, they have a clear standard for the objective and independent evaluation of their behavior. As a result, the level of self-discipline and devotion to organizational goals is high. All employees recognize that other organization’s members share the same principles and values. As a result, they trust each other. Moreover, a closer cooperation allows demonstrating higher results. Thus, all employees are interested in improving the productivity of other organization’s members. The interests of all of them are coordinated in a mutually beneficial way. The majority of employees do not even have the clear career goals as they naturally result from their performance.

A high degree of creativity is the result of the following two major factors. The first one is the decentralized structure. Thus, employees do not have to follow formal rules and standard procedures. Each of them tries to adjust general organizational values to their specific tasks and obligations. Numerous alternative solutions are typically proposed. Those of them that are supposed to generate the highest results for all parties involved are usually selected. The organization orients not only to its financial and non-financial interests but also to those of the entire community. Therefore, creativity is an integral part of the organization’s values and principles.

Although the organization demonstrates the highest level of performance, some inconsistencies may be outlined (Schein, 2010). The first one consists in difficulties experienced by newcomers. As the entire organizational structure is highly decentralized, it may be difficult to understand all connections and informal relationships between various members of the organization. Thus, newcomers may not be able to demonstrate their full potential from the very beginning. The second inconsistency is the situation when employees make opposite proposals to the same issues. Although several of them may lead to the desired outcomes, their contradiction may negatively affect overall organization’s performance.

Both managers and employees recognize that newcomers may experience some difficulties. They also claim that the organization’s values are very different from those of other organizations, and it may create additional problems for newcomers. However, the process of adaptation is not difficult as all other organization’s members are open to assist them in understanding the organization better. Sometimes there appear some mutually exclusive proposals. In such cases, all organization’s members discuss the situation and evaluate the strengths, weaknesses, and risks of all proposals. On the basis of evaluation, ultimate decisions are made.

It seems that the major assumption that determines the behavior of organization’s members is the great responsibility of all people for carrying out their operations. All employees pursue not only their own interests, but try to satisfy the most urgent needs of consumers. They recognize that consumer preferences are subject to change. For this reason, they implement numerous innovations and non-standard decisions. All organization’s members are ready to admit their mistakes and are open to cooperation with other people. The general psychological climate in the organization is highly positive.

It may be concluded that the analyzed organization presents a successful example of dealing with a large variety of challenges and business problems. The most important thing is that all employees have a broad vision of their objectives and values. The organization understands that the modern world is dynamic, and no static solutions can lead to the long-term positive results. The role of religion and ethics is evident in all aspects of the organization’s performance. Its employees have an objective ethical standard and try to follow it in all situations. It may be expected that the organization may improve its performance further in the near future.

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