Elements of Strong Organisational Culture and Leadership's Role in Ensuring Multiculturalism

Organization and
management
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Organization Culture
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Organisation culture
Organisation culture is well defined as underlying assumptions, values, belief and ways through
which the interacting that can contribute to the social and the psychological environment of an
firm. The paper includes the elements that contribute and are essential for the strong organisation
cultures are discussed in the paper. The strong culture of organisation with the contribution of the
leaders as they are the one who ensure an inclusive as well as the multicultural organisation that
is explained with the support of the theory. In the end, my own observation of multiculturalism
in the organisation is given which is supported further with examples.
Building a healthy and strong culture is rapidly becoming a need for the organisation to search
for the success in the present job market. Employees of the company want to feel like their
occupations matter and work for the corporation with the values alike to their own (Williams,
McWilliams & Lawrence, 2017). The smart employees of the company know that in order to
entice and preserve the highest talent within the company they not only essential to have the
modest pay but also the benefits. The companies create the environment in which the people can
actually come and enjoy to work. The element that effectively contributes to the strong corporate
culture is discussed in detail.
Edgar Schein Model of Organization Culture is best fit as theory which shows that organisation
do not accept the culture in the particular day as it takes time and employee’s support due to
which they have to go through numerous changes (Lauring & Klitmøller, 2017). This theory
majorly includes three segments that are Artifacts, values and assumed values. In artifcats, the
features of the company are simply observed, heard, and felt. On next level, values constitute the

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company culture is considered as morals of staffs. In last stage, assumed level values of
personnel that cannot be measure to make the change to values within the corporation (Elsmore,
2017).
According to the theory of Schein, values is the thought, process and approach of employees
affect the organisation culture. Considering this theory, the below given are the few values that
contribute in making the strong organisational culture. Clear mission of the company is one off
the element for the strong culture as whenever a company define its mission statement. The
organisations form the mission and vision of the company that is communicated to the
employees so they work with full unity and remain on the same track (Anitha, 2016). At the time
of communicating the culture when the employees understand the same, it is the sign of the
potentially strong culture of the company. This clear mission of the company sets the common
understanding between the company and its employees that is the base of the strong organisation
culture.
Another essential element of the strong organisation culture includes communication. Clear,
transparent communication plays a vital role in forming the culture in which the people or
employees of the company can easily rely and trust each other (Arthur, 2019). Thus, the upfront
as well as the open communication reduce the possibility of any kind of conflicts within the
company. Most of the companies implement the open-door communication policy with their
employees that include the discussion as well as grievances from their side towards the company.
This is the way through which the employees of the company get satisfied with the company and
enhances the culture of organisation (Groysberg, Lee, Price & Cheng, 2018).

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According to the theory of Schein, most of the companies believe that ownership among their
employees is one of the reason due to which they are able to maintain the strong culture. The
ownership is related to the giving the people an opportunity to take the accountability for the
results without being micromanaged. The organisation culture includes giving the autonomy to
the people over the time in order to fulfil the goals (Hitka, Vetráková, Balážová & Danihelová,
2015). The employees of the company take the ownership in order to meet the goals that engage
them in the business the most, which is the reason due to which the culture of the organization
becomes strong.
Leaders of the organisation work as the role model in forming the strong organisational culture
and the real success comes when they empower the employees to take the responsibility. This
active leadership practice of the leader makes the employees active to take the participation and
responsibility due to which they can easily drive the culture of the organisation (Atta, 2018). The
leader of the company shapes and set the culture by investing proper time and bringing new
things that makes the culture strong. The leader of the company makes the strong decision within
the organisation towards its employees and culture that is one of the factors that leads to the
success of the business.
The roles and responsibility of the leaders is not limited to the contribution in the organisation
culture only. The leadership practice can ensure inclusive and multicultural organisation for
which they make use of different ways that is supported with the theory of Schein element of
Artifacts. The inclusive workplace is the environment that values the individual as well as the
difference in the group present at the workforce (Cabistan, 2016). This is the way through which
the diversity can be managed in terms of the background of the employees that leads to the rise
in their innovation, talent, creativity as well as the contribution. Leader of the company can form