observable aspects of culture at the surface. Exhibit 10-1 reminds us that culture is very
visible at the level ofartifacts. These are what you see, hear, and feel when you encounter
an organization’s culture. You may notice, for instance, that employees in two offices have
very different dress policies, or one office displays great works of art while another posts
company mottos on the wall.
Exhibit 10-1 also shows us that beliefs, values, and assumptions, unlike artifacts, are
not always readily observable. Instead, we rely on the visible artifacts (material sym-
bols, special language used, rituals carried out, and stories told to others) to help us
uncover the organization’s beliefs, values, and assumptions. Beliefsare the under-
standings of how objects and ideas relate to each other. Valuesare the stable, long-last-
ing beliefs about what is important. For instance, Winnipeg-based Palliser Furniture, a
Chapter 10 Organizational Culture and Change 333artifacts Aspects of an organiza-
tion’s culture that you see, hear, and
feel.beliefs The understandings of how
objects and ideas relate to each
other.
values The stable, long-lasting
beliefs about what is important.EXHIBIT 10-1 Layers of CultureMontreal-based PEAK Financial
Group send employees to “The
Academy,” an intensive three-day
orientation for all new hires.
Afterward, all employees join
together in a welcome ceremony,
where new employees are asked
to give a two-minute speech
telling who they are and why they
chose to work at PEAK. PEAK’s
programs make sure that employ-
ees feel part of the culture from
day one and feel comfortable
interacting one another. Here we
see Robert Frances (right), presi-
dent and CEO, welcoming a new
employee during a staff meeting.