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Multinational Companies and Their Cultural Origins Report (Assessment)

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Updated: Jul 11th, 2021

Organisational culture and structure allow a company to function in a way that is congruent with its core beliefs and goals, making up both the official and informal face of the organisation respectively. However, despite the undeniable benefits of maintaining a meticulous organisational structure, there may also exist a variety of drawbacks (Naqshbandi, Kaur, & Ma, 2015). Thus, through studying a real-life example of a successful multi-national company, it is possible to assess the effect of a productive organisational structure and culture, while dissecting the value of internally existing national cultures.

Companies that maintain their employees’ professional integrity and upkeep an atmosphere of constant growth may be identified as achieving better results than those, which constrict their employees. In this aspect, Google is the best example of excellent organisational design and culture, being an adhocracy that achieves customer satisfaction primarily through the formation of teams, employee coordination, and motivation (Smithson, 2018). Achieving positive attitudes towards work among staff and supporting employees in their jobs links to a more productive atmosphere, thus creating an overall better working ethic (Naqshbandi et al., 2015). However, the achieved corporate culture is both the subject and the object of such interactions, as Alvesson (2016) states that its national aspect is “(re-) produced at workplace levels” (p. 18). Therefore, the culture that Google emulates may be the result of underlying societal pressure to pursue an open and innovative practical approach that aims to produce the best results through inter-employee communication (Smithson, 2018). This idea makes tracing the origins of Google’s culture pivotal to understanding its achieved success.

If culture is an omnipresent aspect of people’s everyday lives, then national and organisational structures should mimic each other, reflecting those ideas, which the nation deems as positive when applied to business. A foreign culture imparted from above may result in a vacuum between employee and employer, when “members understand what top management values but attach no strong approval or disapproval to these beliefs” (Chatmana & O’Reilly, 2016, p. 216). Thus, transforming culture into a mechanism of control, as well as a productive tool, requires substantial input from competent managers, who recognise the actual differences between cultures, nationalities, and even business spheres (Lee, Kozlenkova, & Palmatier, 2015). Functioning as a multinational business, Google successfully implements its employees’ skills to solve a variety of multicultural problems, which arise in its worldwide market (Smithson, 2018). These findings help identify Google’s organisational culture as the result of its achieved structure, which the national values of the company’s managers and founders influence consecutively, signifying the indubitable value of strong cross-cultural competencies.

Google may be presented as an example of a company that re-works the culture of its staff to suit innovative goals. While national and organisational cultures remain strongly interlinked, requiring capable guidance to achieve a multinational standard of success, they may be adapted to produce superior results. This aspect makes the cultural trendsetters of Google its upper management, as well as its multinational staff, who create a loose but inherently strong cultural structure.

References

Alvesson, M. (2016). Organizational culture and health. In M. Wiencke, M. Cacace, & S. Fischer (Eds.), Healthy at work: Interdisciplinary perspectives (pp. 13-26). Cham, Switzerland: Springer.

Chatmana, J. A., & O’Reilly, C. A. (2016). Paradigm lost: Reinvigorating the study of organizational culture. Research in Organizational Behavior, 36, 199-224. Web.

Lee, J. Y., Kozlenkova, I. V., & Palmatier, R. W. (2015). Structural marketing: Using organizational structure to achieve marketing objectives. Journal of the Academy of Marketing Science, 43(1), 73-99. Web.

Naqshbandi, M. M., Kaur, S., & Ma, P. (2015). What organizational culture types enable and retard open innovation? Quality and Quantity, 49(5), 2123–2144. Web.

Smithson, N. (2018). Web.

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