Organisational Culture
Introduction
Few issues influence organisational outcomes more than culture. Shaping members behaviour, beliefs and values, the internal culture of an organisation is a powerful tool, one effective leaders capitalise on to achieve competitive advantage. This essay argues that leadership is a crucial element of strong internal culture, in turn supporting an inclusive and multicultural organisation. To discuss this proposition, the approach taken is both theoretical and observational, comprising three sections. First, ‘Observable culture, core values and a preparatory view of diversity management’. Second, ‘Multiculturalism, diversity management and the fundamental role of leadership’, and finally, ‘A critical reflection of multiculturalism and leadership within a known organisation’.
Observable culture, core values and a preparatory view of diversity management.
Schein (2010), defines organisational culture as incorporating three elements. One, the behaviour of employees within the workplace. Two, the manner in which members learn throughout the organisations evolution and three, the imported assumptions, beliefs and values of new members and leaders. Leadership has been described as a fundamental element of strong internal culture (Schein, 2010), therefore, the strength of the internal culture is a reflection of the organisations leadership (Schermerhorn et al., 2014). As an example of self-fulfilling prophesy (Schermerhorn et al., 2014), leadership governs whether internal culture is either an asset to an organisation, or a liability (Chatman & Cha, 2003). Strong organisational cultures are inclusive and cohesive, interconnecting employees with shared values and beliefs. Furthermore, a strong culture is one where managers actively communicate organisational objectives to members and the organisational strategy is closely aligned to those same objectives (Deal & Kennedy, as cited in Ross, 2000). Conversely, weak cultures displays disjointed values and
Few issues influence organisational outcomes more than culture. Shaping members behaviour, beliefs and values, the internal culture of an organisation is a powerful tool, one effective leaders capitalise on to achieve competitive advantage. This essay argues that leadership is a crucial element of strong internal culture, in turn supporting an inclusive and multicultural organisation. To discuss this proposition, the approach taken is both theoretical and observational, comprising three sections. First, ‘Observable culture, core values and a preparatory view of diversity management’. Second, ‘Multiculturalism, diversity management and the fundamental role of leadership’, and finally, ‘A critical reflection of multiculturalism and leadership within a known organisation’.
Observable culture, core values and a preparatory view of diversity management.
Schein (2010), defines organisational culture as incorporating three elements. One, the behaviour of employees within the workplace. Two, the manner in which members learn throughout the organisations evolution and three, the imported assumptions, beliefs and values of new members and leaders. Leadership has been described as a fundamental element of strong internal culture (Schein, 2010), therefore, the strength of the internal culture is a reflection of the organisations leadership (Schermerhorn et al., 2014). As an example of self-fulfilling prophesy (Schermerhorn et al., 2014), leadership governs whether internal culture is either an asset to an organisation, or a liability (Chatman & Cha, 2003). Strong organisational cultures are inclusive and cohesive, interconnecting employees with shared values and beliefs. Furthermore, a strong culture is one where managers actively communicate organisational objectives to members and the organisational strategy is closely aligned to those same objectives (Deal & Kennedy, as cited in Ross, 2000). Conversely, weak cultures displays disjointed values and
References: Allen, R. S., Dawson, G., Wheatley, K., & White, C. S. (2008). Perceived diversity and organizational performance. Employee Relations, 30(1), 20-33. doi: 10.1108/01425450810835392. Cox, T., Jr. (1991). The Multicultural Organization. The Executive, 5(2), 34-47. doi: 10.5465/AME.1991.4274675. Gagnon, S., & Cornelius, N. (2000). Re‐examining workplace equality: the capabilities approach. Human resource management journal, 10(4), 68-87. doi: 10.1111/j.1748-8583.2000.tb00007.x. Gardenswartz, L., Cherbosque, J., & Rowe, A. (2010). Emotional intelligence and diversity: A model for differences in the workplace. Journal of Psychological Issues in Organizational Culture, 1(1), 74-84. doi: 10.1002/jpoc.20002 Jermier, J Karathanos, P. (1998). Crafting corporate meaning. Management Decision, 36(2), 123-132. doi: 10.1108/00251749810204214. Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45(4), 357-366. doi: http://dx.doi.org/10.1016/j.jwb.2009.08.006. Martin, E. S. (2003). Changing an organisation’s culture: correlates of success and failure. Leadership & Organization Development Journal, 24(5), 249-261. doi: 10.1108/01437730310485752. Roscigno, V. J., Wilson, G., & Berrey, E. (2014). Breaking Glass Ceilings, Ignoring Dirty Floors. American Behavioral Scientist, 58(2), 347-370. doi: 10.1177/0002764213503333. Schein, E. H. (1984). Coming to a New Awareness of Organizational Culture. Sloan Management Review, 25, 3-14. Retrieved from http://search.proquest.com.ezproxy.csu.edu.au/docview/206806372/fulltextPDF?accountid=10344. Schein, E. H. (2010). Organizational Culture and Leadership. Retrieved from http://site.ebrary.com.ezproxy.csu.edu.au/lib/csuau/docDetail.action?docID=10418988. Schermerhorn, J., Davidson, P., Poole, D., Woods, P., Simon, A., & McBarron, E