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Organizational Culture in Multinational Corporations

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Leaders, executives, and managers are one of the principals and chief role players who contribute to the development, upholding, and preservation of the organizational culture to a great extent. As the executives are the most influential source for the junior members of the enterprise, therefore, it is in their hands to how well they make the employees and their staff members adapt and follow the organizational culture that makes up from the organization’ s principles, expression of significant ethics and standards, and design of customs (Ashkanasy & Wilderom & Peterson, 2010). However, according to experts’ opinions, few ways are accessible that would facilitate the leaders and the mangers in persuading the cultural norms and values to the employees.

Accentuate and underline the essential and vital goals and objectives by exchanging few words and ideas that lead to the accomplishment of those goals, share the achievements with the employees and make them recall the important missions on a timely basis (Ashkanasy, Wilderom & Peterson, 2010). Incentives granting for the attainment of the important tasks and responsibilities are another mean of influencing the employees of the organization.

Demoralize and deflate the employees and the behaviors that are unconstructive for the organization and may provide them with positive comments or criticism through counseling, or even give them unwritten and written warning notice (Ashkanasy, Wilderom & Peterson, 2010). According to various theorists and analysts, organizational culture is evidently the solitary, substantial, and most valuable feature that plays the most important role in determining and providing an explanation for either the prosperity or the downfall of the organization. Therefore, it is imperative for the employees at the executive level that organizational culture comes under good elucidation in order to ensure the efficient performance and productive output from the employees (Winkler & Jackson, 2009).

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