based on the organization’s problem solving capability.
It allows its workers to have a definite
contribution to solve problems of the society by integrating their ideas into what they intend to build.
Unlike with a conventional business culture where workers are instructed to follow specific guidelines,
Tesla empowers its workforce to offer solutions for the automotive and energy industry. Relating Tesla’s
organizational culture to Schein’s three levels of culture will reveal that Espoused Values are the most
evident level. The researchers and workers in the company are very particular with delegating their
knowledge and skills to solve a particular need in the market, a transition from fuel-based to electrical
and automated form of transportation. Apart from the skills in assembly in testing, the people of Tesla
all contribute to first establishing the concept behind the innovation they want to execute. In fact, Musk
seemingly requires that each employee should have solved at least one problem (Dyer, 2015). The
concept of making a car run on its own using an operating system is embedded in the values of the
workers as innovative presentation of ideas. The aspect of Artifact may not be too obvious but
Assumptions are identifiable to the unconscious desire of each employee to solve a problem.
Development
As mentioned, innovation is at the heart of Tesla’s mission to produce a vehicle that can run
with electricity. Such a feat from its origin back in 2003 was already the main consideration if one is to
enter the premises of the company. The linking factor that promoted the culture of innovation stemmed
from addressing disadvantages related to petrol powered cars. Initially, the company was only
represented by a few people who pioneered the project of electric car. Upon investor’s entry which