Running Head: Culture of the MOX Project
Culture of the MOX Project
Andrea Brack
Organizational Behavior
NAB1311C
Curtis Todd
March 18, 2013
Culture of the MOX Project
When I think of the MOX Project, I see it as a cake with many layers. All of them different in there own way, and necessary to constitute calling it a cake. The same vision can be seen in the different cultures that reside in any business. Just as cake has many different layers, layers may be found in the culture of an organization. Some of the characteristics of an organization's culture can be readily observed, while others remain more subtle and hidden. Three levels of culture interact with one another and influence behaviors in organizations: observable artifacts, espoused values, and enacted values (Baack, 2012). As with a cake, all of the different layers must be understood and molded properly to function as one cohesive and fully functioning business (or cake). In this essay I will make observations on the cultural differences that are seen in the MOX Project, and how they coexists together to make groups of many different people into one team.
The first area of observation will be what observable artifact the MOX Project shows. Artifacts consist of the physical manifestation of an organization’s culture.
Organizational examples include acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, observable rituals and ceremonies, special parking spaces, decorations, and so on. This can be seen through many different programs that we have that promote a safety conscience work environment. These programs give incentives for knowing the procedures we must follow and preventing unsafe working conditions. Small incentives such as t-shirts or company mugs are good ways to get employees to be motivated about knowing and following procedures, because they know they will be rewarded for their hard and safe work.
Next there are...