Running Head: APPLYING SCHEIN‟S MODEL TO CINGULAR WIRELESS
An Application of Schein‟s Model of Organizational Culture to the Cingular Wireless Store Located in the Marley Station Mall Jessica Larkin
Applying Schein‟s Model To Cingular Wireless-2 This study is applying Edgar Schein‟s model of organizational communication to the Marley Station Mall location of Cingular wireless. The study utilizes observations and interviews employees as well as reviewing internal documents. The purpose was to reveal the artifacts, espoused values, and basic assumptions involved in the culture of the Cingular organization.
Applying Schein‟s Model To Cingular Wireless-3
AN APPLICATION OF SCHEIN‟S MODEL OF ORGANIZATIONAL CULTURE TO THE CINGULAR WIRELESS STORE LOCATED IN THE MARLEY STATION MALL
Introduction: Cingular Wireless is the largest wireless company in the United States. The company boasts the largest voice and data network and over 58 million customers. In 2004, Cingular generated over $32 billion in revenue. Cingular is owned by AT&T Inc. and Bell South. Cingular‟s vision is, “To be the most highly regarded wireless company in the world, with a driving focus around best-in-class sales and service” (Cingular, 2006, p.1). The corporation values customers, integrity, performance, teamwork, and its employees The goal of this study was to reveal the organizational culture of Cingular Wireless at a retail sales location. To help determine the culture, this study focused on what is the nature of work for Cingular Wireless sales consultants, and how do employees identify themselves within the corporation according to Edgar Schein‟s models of organizational culture. To guide this study, several aspects of employment at Cingular were studied including employee daily routines, flexibility, expectations, and the relationships between managers, sales representatives, and customers.
Applying Schein‟s Model To Cingular Wireless-4 Literature Review: To analyze Cingular, this study will be utilizing Edgar Schein‟s model of organizational cultures. “Edgar Schein is a management scholar and consultant interested in the role of leaders in the development and maintenance of organizational culture” (Miller, 2006, p. 105). Schein (1992) believes that culture can be studied in levels, which are the degrees to which the culture is visible to observers. His three levels include artifacts, espoused values, and basic underlying assumptions. According to Miller, artifacts are the most obvious in Schein‟s model which consist of the architecture, furniture, technology, dress, written documents, art, forms of address, communication during meets and decision-making styles. (Miller, 2006, p. 107108). “The problem with artifacts is that they are palpable but hard to decipher accurately. We know how we react to them, but that is not a reliable indicator of how members of the organization react” (Schein, 1990, p. 111-112). The second level of culture Schein recognizes is that of espoused values. Schein‟s espoused values are, “the articulated, publicly announced principles and values that the group claims to be trying to achieve” (Schein, 1992, p. 9). Schein (1990) believes that the values, ideologies, and norms can be found using interviews, questionnaires, and surveys. Schein believes that, “Open-ended interviews can be very useful in getting at this level of how people feel and think” (Schein, 1990, p. 112). The third and most difficult level of culture for observers to witness is that of basic assumptions. Miller (2006) believes that members of the group can rarely articulate these basic values since they are a natural part of their daily lives, making the basic assumptions even more difficult for observers to see. From Schein‟s models and
Applying Schein‟s Model To Cingular Wireless-5 definitions it is apparent that the Schein views, “culture as a complex pattern of assumptions,...