National Culture’s Impact on Organizations

To begin with, a fruitful organizational culture is frequently based on the set of values, expectations, and customs essential for an institution’s operations. As a result, such guidelines seem the driving force for setting goals that the company should reach to gain business success. Consequently, to assess its culture, the company needs to intensify innovation and advancement of all its processes. To be more exact, these operations include the onboarding process, leadership, programs that include perks for staff, the interaction of the employees, and their satisfaction with work. Overall, organizational culture is widely recognized as the primary component of every business that sets work methods, workplace atmosphere, and employee benefits in general.

Furthermore, leaders of non-governmental organizations can evaluate their culture based on multiple insights. Employee satisfaction level can be easily determined by deriving the results of various surveys and questionnaires for the staff. Another critical point is that administrators can lead the statistics and, therefore, identify the issues in organizational culture that they should tackle.

To be more particular, employers or managers can employ organizing skills to arrange seminars or working meetings to discuss the problems and, consequently, enhance organizational culture. However, it should be noted that national culture further impacts the business since employees might share different managerial skills or leadership styles. To sum up, the teamwork guidelines of an institution should be structured in accordance with workers’ values to create a culture suitable for everyone.

Consequently, it can be claimed that leaders familiar with both national and organizational cultures are more efficient in fulfilling their responsibilities. They understand how every worker’s values affect the business operations and aim to design a comfortable workplace to meet every employee’s expectations and requirements. Still, such administrators can effortlessly find an approach to every individual in the company.

In addition, since they realize the differences between employees, they have enough knowledge to solve any social problems in the team. For instance, if a leader recognizes national and organizational cultures within the institution, they can adjust their leadership style to reach the company’s goals and enhance the employees’ job satisfaction. In other words, the knowledge of previously stated notions is essential to understand the strong association of organizational culture with the employees’ job satisfaction.

My fruitful experience with the organization I have recently worked in is mainly connected to its clan-culture ideas. Naturally, the company was intensely focused on the employees and desired to provide them with comfort, open feedback, exceptional opportunities, and benefits packages. Consequently, my colleagues were highly motivated and inspired to work hard to reach the organization’s goals since they were satisfied with their position. It seems significant to note that my working team involved individuals of various cultures, and therefore my leader designed an organizational culture that combined all the workers’ traits.

Therefore, I believe it essential to cover every employee’s values and beliefs to produce a comfortable workplace for everyone. According to Lewis’ model (2005), worldwide communities can be structured in a triangle consisting of three character types.

Consequently, every culture stands either between two character types or closer to one of them (Lewis, 2005). For instance, I built close relationships with my three colleagues who were all members of different communities: British, French, and Turkish. Overall, they shared completely distant traits, and my leader managed to create an organizational culture suitable for my acquaintances and my whole team by implementing everyone’s strengths in the business’ operations. In addition, my administrator also used to apply one’s knowledge in resolving conflicts or problems among the team, employing an understanding of everyone’s national culture in one’s leadership style and decision making.


Lewis, R. D. (2005). When cultures collide: Leading across cultures. Nicholas Brealey Publishing.

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