A practical study guide to understanding Schein’s model and how it can help an organisation examine its organisational culture.
AC 2.1 asks learners to explain how Schein’s model of organisational culture could help the case-study organisation understand its organisational culture.
The key command word is explain. You need to show how the model works and make the connection between its different levels and what they can reveal about organisational culture.
Edgar Schein’s model presents organisational culture at different levels. It helps distinguish between aspects of culture that are readily visible and deeper assumptions that may be less obvious but can influence how people think and behave.
The model is commonly considered through three levels: artefacts, espoused beliefs and values, and underlying assumptions. Looking across these levels can provide a more complete picture than judging culture only from what is immediately visible.
Artefacts are visible or observable features of organisational life. They can include the physical working environment, organisational structures, routines, language, technology, dress, ceremonies and patterns of behaviour.
Artefacts can provide useful clues about culture, but they should be interpreted carefully. Seeing a particular practice does not automatically reveal why it exists or what employees believe about it. This is why Schein’s deeper levels are also important.
Espoused beliefs and values are the principles, priorities and expectations an organisation says it supports. These may be reflected in strategies, stated values, leadership messages and formal organisational priorities.
Examining this level can help an organisation consider whether its stated priorities are reflected in everyday practice. A difference between what an organisation says it values and what employees experience can be important when trying to understand its culture.
Underlying assumptions are deeply embedded beliefs and expectations that can become taken for granted over time. They may influence behaviour and decision making without employees consciously discussing them.
This level is less visible than artefacts or stated values. Exploring recurring behaviours, employee experiences and the reasons behind established practices can help reveal assumptions that shape how work is actually carried out.
The value of the model comes from considering the levels together. An organisation can observe an artefact, identify the value or priority associated with it, and then explore the assumptions that may influence how people behave in practice.
This can also highlight alignment or inconsistency. For example, a stated organisational value may appear strongly in formal strategy but may not be experienced in the same way by employees. The model therefore provides a framework for asking why visible practices exist and whether they reflect the organisation’s stated beliefs.
Use the facts supplied in the case study as evidence to examine through Schein’s three levels. Relevant areas include the organisation’s sustainability focus and Evolve strategy, its working arrangements and organisational structure, its use of technology, and employees’ reported experiences of wellbeing.
The purpose is not to label the organisation with a particular culture. Instead, use the model to consider what visible practices, stated priorities and employee experiences could reveal, and where further investigation would be needed to understand deeper assumptions.
A clear approach is to move through the model systematically:
This keeps the discussion focused on how the model helps understanding, which is central to AC 2.1.
Useful research areas include Schein’s organisational culture model, organisational artefacts, espoused values, underlying assumptions, cultural alignment, employee perceptions of culture and the relationship between organisational culture and change.
Use credible academic and professional sources to understand the model accurately before deciding independently how it applies to your assessment.
This resource explains Schein’s model and an approach to studying AC 2.1. It is not a completed assessment response. Learners should complete their own independent work and follow the academic integrity and assessment requirements provided by CIPD and their Study Centre.
Return to the 5CO01 resource directory to explore all assessment criterion study guides.
Specialist support for CIPD Level 3, Level 5 and Level 7 learners, with guidance from HR professionals.
