Introduction
Organizational culture is an important part of a business’ success. It reflects the values and beliefs of a company, and shapes how employees interact with one another and do their work. Frese and colleagues (2012) define organizational culture as “a set of shared beliefs, values, and norms that are shared among members of an organization”. Frese and colleagues (2012) go on to state that organizational culture consists of three levels: observable artifacts, underlying assumptions, and shared values. This essay will discuss and explore the three levels of Frese and colleagues’ (2012) organizational culture through the case study of Steve Jobs and Apple Inc.
Observable Artifacts
Observable artifacts are the tangible and visible components of organizational culture that are often the first things that come to mind when thinking of culture. These artifacts can include physical things, such as the workplace environment, style of dress, and how meetings are conducted, as well as behavior (Gabriel, 2003).
At Apple Inc., Steve Jobs was a strong believer in the importance of appearance and the environment of the workplace. “The walls of Apple offices were painted bright colors; fabric was used instead of wall paneling to muffle sound; and carpets, overstuffed chairs, and couches were used instead of conventional furniture” (Gabriel, 2003). The aesthetics of the workplace was important to Jobs, as he believed it helped foster creativity and innovation. By creating a pleasant environment to work in, Jobs was able to motivate his employees, creating a productive and collaborative workspace.
Jobs also had strict expectations of how employees dressed. Jobs believed that how one dressed had a direct correlation to how one approached and performed their job (Gabriel, 2003). Employees were expected to dress in a professional manner, and Jobs gave briefings on proper attire for meetings. Besides appearance, Jobs also believed in collaboration and team building, which was reflected in how he ran meetings. At Apple Inc., meetings were often run by Jobs’ team and his mantra was “the room should be full; one voice should not dominate” (Gabriel, 2003). This atmosphere of collaboration and contribution encouraged creativity, which sent a message that everyone had something to offer.
Underlying Assumptions
Underlying assumptions are the “deep-rooted” elements of an organizational culture that are often “largely unconscious and can be inferred only by carefully examining organizational behavior” (Frese et al., 2012). These are often shared beliefs that are taken for granted and often go unspoken.
At Apple Inc., the underlying assumptions revolved around the idea that the customer was always right. Jobs believed that the “customer should always be the focus of the company’s efforts and that all decisions should be based on what is best for the customer” (Gabriel, 2003). This was reflected in Jobs’ insistence on high-quality products, as he felt that it was the company’s responsibility to ensure that customers receive the best product that they can. This was also seen in Jobs’ focus on usability and consumer insights, as he believed that the customer always knew best.
Jobs also had certain expectations for how employees should conduct themselves. He believed in the idea of “stewardship,” which was the idea that employees had a responsibility to the company to be honest, diligent, and to show respect for all (Gabriel, 2003). This created an atmosphere of trust and respect, as employees were held accountable for their actions.
Shared Values
Shared values are the core elements of an organizational culture, as they shape employees’ behaviors and beliefs (Frese et al., 2012). These shared values go beyond the words of organizational mission and vision statements, as they “form the basis of the nonverbal group norms, which give the group its identity and can influence behavior long after the mission and vision statements have faded” (Gabriel, 2003).
At Apple Inc., Steve Jobs had very strong shared values that he imparted on his employees. He believed in the importance of creativity and innovation, as he felt that these two qualities were essential to success. This was manifested in Jobs’ focus on product design and development and “the story behind the product” (Gabriel, 2003). He was also an advocate for simplicity and minimalism, as he believed these two qualities made products user-friendly and easier to use. Finally, Jobs valued hard work and dedication, as these were the qualities that allowed Apple Inc. to succeed and continue to innovate.
Conclusion
Organizational culture is a complex and multi-layered concept. Frese and colleagues (2012) argue that organizational culture consists of three levels: observable artifacts, underlying assumptions, and shared values. This essay has discussed and explored each of these concepts through the case study of Steve Jobs and Apple Inc. Jobs’ strong emphasis on the importance of aesthetics, hard work, and the customer helped to cultivate a strong organizational culture that has allowed Apple Inc. to succeed and be a leader in their industry. As such, it is evident that organizational culture is essential in order to achieve success.
