Organisational culture refers to the beliefs, assumptions, and approaches of interaction contributing to uniqueness in the psychological and social environment of a firm. Therefore, Gore’s corporate culture defines various attributes that are enacted by the company to promote economic success, especially in the marketing of goods and services (Shaw, 2014, pp. 120-131). However, as a norm, the firm produces clean technologies that are proprietor in nature. The technologies are characterized by essential polymers used in industries such asleisure and health-oriented enterprises. Over time, the firm’s culture has proved to be innovative in business due to the nature of its products. Moreover, its culture has optimistically desired to create great uniqueness in the way the organisation carries its business. Therefore, corporate culture refers to the increase in teamwork within a given environment where various opportunities can be derived explicitly. Additionally, the emergence of great leadersis significantly contributed to by corporate culture (Fernandez-Chung & Gore, 2016, pp. 148-163). Nonetheless, the team comprises of both subordinates and leaders. For instance, the ultimate role ofleadersis to adhere to the rules of the firm as well as attending to their stipulated tasks. Moreover, subordinatesdo not have a job that is defined enough such that they follow orders from their leaders. On the other hand, leaders give directions to followers since they possess essential skills that aid in achieving the set goals of the company (Fraher, 2014, pp. 53-75).

Generally, leaders and subordinates are tasked with deferent roles regarding particular projects at work. As such, the success of these projects is enhanced through proper cooperation with their colleagues as well as sponsors. Therefore, through teamwork, corporate culture has been linked to core assumptions that propel operations of the firm. These activities include but are not limited to the fairness, commitment, freedom, as well as consultation (Shaw, 2014, pp. 120-131). Ultimately, the firm’s culture is demonstratedby its policies; which are naturally developed practices that cannot give room for modifications (Chugh, 2016, p. 181). On the other hand, in terms of working hours, policies are not adequately set. As such, everyoneneeds toly adhere to such commitments keenly.

Moreover, the responsibilities of employees have been viewed as quite pleasing. However, there is no explanation as to whether a given employee will attend to an assigned work or not. This is due to the notion that has culminated within the principle of fairness (Saranya, 2017, p. 101). Consequently, in situations that require commitments,especially on a specific work, the team, therefore, decides on the duration of action for individuals.

Nevertheless, some of the results that have been obtained from the firm’s culture indicate that it encourages better work life. Moreover, there is increased flexibility and freedom in terms of choice of projects (Fernandez-Chung & Gore, 2016, pp. 148-163). According to the firm’s culture, some ofthe advantages and disadvantages that have been realised have significant weight on the management of the organisation.Firstly, the idea of thefirm’s culture is great; however, itis intended to deceive the management, thus,the need for scrutiny. This is because the culture of a firm provides a shield for office politics that are at the lowest level (Gray& Gore, 2016, pp. 7-10). Therefore, through this ideology of a firm’s culture, there is excellent freedom of project choice to a certain extent. However, this serves as an advantage as well as a shortcomingbecause the marketer must be highly influential to succeed in his/her work of popularising the firm’s products and services. This is done despite the ability to market while doing a job. This implies that the marketer will be at a higher risk of regressing to the lower end in the ranking process since he/she shall have lacked the ability to influence others (Chugh, 2016, p. 181).

Secondly, the marketer may have a limited career path and abetter work-life balance. The advantage here arises where the firm displays benefits as well as an associate stock plan. More so, employees are awarded some stocks of the company, especially the salary at a fixed percentage. This replaces the pension plan (Gore et al., 2015, p. 70). Besides, during periods of proper financing, sharing of profit is increased at a given percentage. Also, any increase in the amount of sales results in more flexibility and best work-life balance.Thus, the expectations of output are low (Fernandez-Chung & Gore, 2016, pp. 148-163).

Consequently, there arise disadvantages where there arelittle or no increments in salaries. This is done without reference to better records in profitability. Therefore, just a small portion of people get their wages increased.This means that if the marketer operates with a salary that is competitive, he/she should lower his/her expectations of receiving any raise for the upcoming years since they will be getting paid higher than their peers (Gray& Gore, 2016, pp. 7-10). Moreover, there exists imbalance in compensation that arises between the more top compensated associates and the Europeans. However, due to lack of promotions in the firm, no opportunity exists to receive promotional bump and annual rise (Fraher, 2014, pp. 53-75).

Nonetheless, many politics are witnessed in levels of leadership.Consequently, a majority of such leaders have neither had any intention of visiting their respective customers in years nor spend their time to lobby each other. This creates a caliber of leaders who are detached and have felt a duty to express their opinions (Gore, 2017, pp. 39-49). Therefore, such a style of management contributes to the outbreak of corrupt leadership.

Thirdly, marketing is disappointing. Some of the advantages and disadvantages have been observed. To begin with the benefits, a company is flexible concerning the times of reporting to work and leaving. This implies that there is a balance in good work-life accommodation despite some suggested motives that may change with time (Fraher, 2014, pp. 53-75). Elaborately, the firm manages to apply forceful act in a series of associates who are highly qualified.These associates believe in themselves as per the workthey aredoing concerning the products and services that they have manufactured. Also, for private companies, it implies that they are less aware of the mid-profits as opposed to those of public firms.This is because the latter seems to have somelong-term impression to profit margins (Fraher, 2014, pp. 53-75). Despite having advantages, there are also disadvantages which include; the firm’s culture seemsto show supremacy as compared to other firms. This fact results becausetheculture seems to be a threat and, therefore, the firm experiences much dispensing from others that offer similar products (Shaw, 2014, pp. 120-131). Also, the firm tends to pay less despite the competition fromothers who have to follow and benchmark from this particular company.

However, the firm is entirely in a position to attract and acquire young citizens who possess potentialities in their professions.In this way, management of the firm manipulates them until the body gets satisfied that they can be moved to another firm. This is done for issues pertaining to work and, in progress, they become useful to other companies (Gore et al., 2015, p. 70). Therefore,the idea of transfer of workers results in stagnated leadership. Advancements in career are under reservation for those who are good at political games to align them properly with inadequacy and insecure leadership (Gore, 2016, pp. 5-15). Therefore, worries emerge in areas that are concerned with the medical divisionsince many specialists in such fields are evacuated to other firms.This puts the original company at risk of the low amount of medical servicing to people (Gore et al., 2015, p. 70). In a bid to deal with such scenarios of evacuation, the firm should set the standards of getting at least two years (Fernandez-Chung & Gore, 2016, pp. 148-163). This is done concerning the new hires which have been promised before the specialists set off to become the best and supreme of the company’s competition.Therefore, such incidences of taking a leave to go to a different firm are contributed by the low and poor payment of specialists. These specialists are given the mandate to serve people through the provision of services, and hence,the firm’s culture acts as a training ground along which competition is enhanced (Gore, 2016, pp. 5-15). This is because good efforts are rewarded with little pay.

Ultimately, it is advisable for newly hired specialists to do their negotiation correctly. This is done to enable them to build confidence in the line of work as well as avoid many discouragements of poor payment in future after tasks have been allocated to them (Kothari et al., 2016, p. 11).

The firm’s culture is characterized by more effort but little performance in terms of work done at a stipulated period (Gore, 2017, pp. 39-49). Therefore, it is observed that specialists need to understand how the firm works and the amount of payment that they will be awarded after completing a given task. Without this, there shall be impossibility over the work of specialists. They, therefore, must do a lot of work in terms of the effort they put so that it is possible to match the program designed by the culture.There must be a condition that should be satisfied before a new member of staff gets a current location of work at a given firm which pays well as per the position that one occupies. The condition is that the position that such a worker held must be replaced to avoid shortages at the previous station.

In conclusion, the firm is supreme and pays less salary. Therefore, it faces stiff competition from organisations that are hiring already trained personnel. This is because these workers have already been allocated to different companies to occupy the highest positions or ranks. The aim is to provide better leadership standards and quality work (Gore, 2017, pp. 39-49). Moreover, the firm’s culture has some necessary and essential attributes. They includeinnovativeness, aggressiveness, outcome orientedness, stability, and teamwork. Also, the culture is detailed, especially in the marketing of goods and services to outdo that of other competitors.

References

Chugh, R., 2016, September. Lifelong Learners and Learning Organisations: Perspective of Australian University Academics. In European Conference on Knowledge Management (p. 181). Academic Conferences International Limited.

Fernandez-Chung, R.M. and Gore, T., 2016. Higher education in Myanmar: The potential impact of TNE in the adaptation of its national higher education for a globalised world. In Higher Education in the Asian Century (pp. 148-163).Routledge.

Fraher, A., 2014. The Manic Culture of the Post-9/11 Airline Industry in America.Organisational and Social Dynamics, 14(1), pp.53-75.

Gore, J., Banks, A. and McDOWALL, A., 2015, June.Advancing ACTA: Developing socio-cognitive competence/insight.In Proceedings of 12th Naturalistic Decision-Making Conference (NDM12), McLean, VA.

Gore, L.L., 2017. Rebuilding the Leninist Party in 2016.East Asian Policy, 9(01), pp.39-49.

Gore, L.L., 2016. Rebuilding the Leninist Party Rule: Chinese Communist Party under Xi Jinping’s Stewardship.East Asian Policy, 8(01), pp.5-15.

Gray, N. and Gore, G., 2016. Safety Culture where you work and live: investigation findings from a man overboard event.

Kothari, A., McPherson, C., Gore, D., Cohen, B., MacDonald, M. and Sibbald, S.L., 2016. A multiple case study of intersectoral public health networks: experiences and benefits of using research. Health research policy and systems, 14(1), p.11.

Saranya, K., 2017. A STUDY ON ORGANISATIONAL REENGINEERING A NEW CULTURE IMPLEMENTATION IN WORKING ENVIRONMENT.Innovative Strategies in Commerce, p.101.

Shaw, G., 2014. Entrepreneurial cultures and small business enterprises in tourism.The Wiley Blackwell companion to tourism, pp.120-131.

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