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Culture Analysis Paper- Maryland Food Bank
Sean Dandridge
University of Maryland Global Campus
HRMN 367: Organizational Culture and Change
Dr. Rogelio Burboa
June 24, 2025
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Culture Analysis Paper- Maryland Food Bank
Introduction
Organizational culture represents the complex system of shared assumptions, values, and
artifacts that influence how people behave within an institution. According to Schein (2010),
organizational culture exists at three fundamental levels: observable artifacts, espoused values,
and basic underlying assumptions. These cultural elements collectively shape employee
interactions, decision-making processes, and ultimately determine an organization's effectiveness
in achieving its mission (Cameron & Quinn, 2011). This paper presents an in-depth analysis of
the organizational culture at Maryland Food Bank (MFB), a prominent nonprofit organization
headquartered in Baltimore that serves all 23 counties and Baltimore City through partnerships
with soup kitchens, pantries, and schools.
The significance of studying MFB's culture lies in its critical role as Maryland's leading
hunger-relief organization, distributing more than 50 million meals annually. Understanding the
cultural dynamics that enable or hinder this massive operation provides valuable insights for
nonprofit management and organizational behavior scholars. This analysis draws upon multiple
data sources collected over a six-week period, including in-depth interviews with 12 staff
members across different hierarchical levels, surveys completed by 45 volunteers, and extensive
observational research conducted at MFB's distribution centers and headquarters. The paper
examines how MFB's culture manifests across Schein's three levels, analyzes its impact on
organizational performance, and provides evidence-based recommendations for cultural
enhancement.
Data Collection Methods
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A comprehensive, multi-method approach was employed to ensure a thorough
understanding of MFB's organizational culture. The primary data collection occurred between
10th June and 20th June 2025, utilizing three distinct but complementary methodologies. First,
semi-structured interviews averaging 45 minutes each were conducted with a stratified sample of
employees, including senior leadership (the CEO and two directors), mid-level managers (three
program coordinators), and frontline staff (four warehouse associates and two drivers). These
interviews explored participants' perceptions of workplace norms, decision-making processes,
communication patterns, and cultural strengths and challenges.
The second method involved administering an anonymous online survey to volunteers,
achieving a response rate of 68% (45 out of 66 distributed surveys). The survey instrument
included both Likert-scale questions measuring cultural dimensions like psychological safety and
mission alignment, as well as open-ended questions allowing qualitative insights. Finally,
observational research was conducted through 35 hours of shadowing employees across different
departments, attending all-staff meetings, and documenting daily interactions in both formal and
informal settings. This triangulation of methods enabled cross-verification of findings and
provided a more nuanced understanding of both the espoused and actual culture at MFB.
Artifacts: The Visible Elements of Culture
The most observable level of MFB's culture manifests through numerous artifacts that
immediately convey the organization's identity and priorities to visitors and new members. The
physical environment at MFB's headquarters reflects its mission-driven focus, with walls
adorned not with corporate artwork but with powerful photographs of community members the
organization serves, alongside infographics illustrating Maryland's hunger landscape (Maryland
Food Bank, 2024). The workspace layout emphasizes collaboration, featuring an open floor plan
Culture Analysis Paper- Maryland Food Bank
Sean Dandridge
University of Maryland Global Campus
HRMN 367: Organizational Culture and Change
Dr. Rogelio Burboa
June 24, 2025
, 2
Culture Analysis Paper- Maryland Food Bank
Introduction
Organizational culture represents the complex system of shared assumptions, values, and
artifacts that influence how people behave within an institution. According to Schein (2010),
organizational culture exists at three fundamental levels: observable artifacts, espoused values,
and basic underlying assumptions. These cultural elements collectively shape employee
interactions, decision-making processes, and ultimately determine an organization's effectiveness
in achieving its mission (Cameron & Quinn, 2011). This paper presents an in-depth analysis of
the organizational culture at Maryland Food Bank (MFB), a prominent nonprofit organization
headquartered in Baltimore that serves all 23 counties and Baltimore City through partnerships
with soup kitchens, pantries, and schools.
The significance of studying MFB's culture lies in its critical role as Maryland's leading
hunger-relief organization, distributing more than 50 million meals annually. Understanding the
cultural dynamics that enable or hinder this massive operation provides valuable insights for
nonprofit management and organizational behavior scholars. This analysis draws upon multiple
data sources collected over a six-week period, including in-depth interviews with 12 staff
members across different hierarchical levels, surveys completed by 45 volunteers, and extensive
observational research conducted at MFB's distribution centers and headquarters. The paper
examines how MFB's culture manifests across Schein's three levels, analyzes its impact on
organizational performance, and provides evidence-based recommendations for cultural
enhancement.
Data Collection Methods
, 3
A comprehensive, multi-method approach was employed to ensure a thorough
understanding of MFB's organizational culture. The primary data collection occurred between
10th June and 20th June 2025, utilizing three distinct but complementary methodologies. First,
semi-structured interviews averaging 45 minutes each were conducted with a stratified sample of
employees, including senior leadership (the CEO and two directors), mid-level managers (three
program coordinators), and frontline staff (four warehouse associates and two drivers). These
interviews explored participants' perceptions of workplace norms, decision-making processes,
communication patterns, and cultural strengths and challenges.
The second method involved administering an anonymous online survey to volunteers,
achieving a response rate of 68% (45 out of 66 distributed surveys). The survey instrument
included both Likert-scale questions measuring cultural dimensions like psychological safety and
mission alignment, as well as open-ended questions allowing qualitative insights. Finally,
observational research was conducted through 35 hours of shadowing employees across different
departments, attending all-staff meetings, and documenting daily interactions in both formal and
informal settings. This triangulation of methods enabled cross-verification of findings and
provided a more nuanced understanding of both the espoused and actual culture at MFB.
Artifacts: The Visible Elements of Culture
The most observable level of MFB's culture manifests through numerous artifacts that
immediately convey the organization's identity and priorities to visitors and new members. The
physical environment at MFB's headquarters reflects its mission-driven focus, with walls
adorned not with corporate artwork but with powerful photographs of community members the
organization serves, alongside infographics illustrating Maryland's hunger landscape (Maryland
Food Bank, 2024). The workspace layout emphasizes collaboration, featuring an open floor plan
