Organisational Behaviour

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Organizational culture refers to the sum of material and spiritual civilization formed by enterprises in their long-term construction and development. Which base on general term for group cohesive consciousness such as norms, value standard, customs, attitudes, policies, beliefs in the organization.

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The organizational culture is manifested pervasively in both of the behaviour and thinking manner aspects of its members. The factors that characterize the culture in multinational corporations are highly discussed issues. In terms of internal causes, language, legal/political system, value& social norms, education& Skills, religion, ethnicity and climate account. The most pronounced sign of the language barrier at work can be found in the relationship between a multinational parent company and its network of global subsidiaries. Walmart failed in Germany because the subsidiary insisted on an English-speaking based management, employees were required an American smiling service style which does not suit Germans rigorous manner.

IKEA has thrived in China, as a successful model, it follows Chinese legal requirements firstly, a few products were designed according to Chinese preferences locally, the prices are in the market range. According to the elements which external factors are stated from cultural web (Johnson and Scholes, 1992). Stories refer to the historical events that are constantly talked about, how an MNC erected consists its culture; Rituals and routines determine what is expected to happen in given situations, and what is valued by management, lacking initiatives will lead a failure as it cannot drive outcomes; Organizational structure contributes to strategic hierarchical composition management field in MNC as it is an ideal way to form relationship between people and a unified organization. Power structure relates to the most powerful people are deemed to have the most direct influence on the core assumptions and operations within an MNC; Symbol is a visual representation, the bird nest pattern reminds Nestle; Control system is the way an organization is being managed, this includes the financial systems, the quality systems and rewards (including the way they are measured and distributed). MNC can identify its culture by looking at these factors that are prevalent throughout the web.

Employees wordwide, staffs are from a variety of national cultures, they have variety cultural backgrounds, this requires managers who are operating in global interdependent market operating in a series of hugely diverse landscapes. Serious misunderstandings may happen when managers cannot understand staffs' real needs, values and self-actualization.

Based on win-win development strategy

• mechanism
• circumstance
• Following market demand
• Deploy staff flexibly
• Flexible working hours
• Close with purchasers

Success/failure in countries

• MNC- Influence by the culture of its home country
• Subsidiary- Influence by its national culture
• MNC and division's culture fit or clash?

Why successful or unsuccessful or success in one failure in another· How?

The Carrefour supermarket company is set up in France1959, as a discount supermarket. Carrefour invents a new store concept: the hypermarket in 1969. It operates in more than 30 countries contemporarily. In its home country, Carrefour France

The political and legal systems in Russia are different to those of central, mainland Europe with corruption being a problem. In order to obtain a presence in Russia. Carrefour wanted to create an association with a local partner.

The decline in sales

Russia has peculiar challenges for Western retailers, including endless red tape and widespread corruption.

Focusing on sustainable human development. Personal policy: Mutual respect and a positive attitude towards the differences; Thinking beyond national and cultural boundaries; Performance is the basis for reward; Regarding teamwork higher than individual work; Guarantee offer attractive jobs to loyal and responsible stuff; Strong sense of social responsibility.

The culture which forms the organizational environment requires managers improve their cross-border learning capabilities. Managers from parent-country nationals or host-country nationals cannot ignore local employees' needs. Successful leader & manager advocate to earn people's loyalty and trust by learning their different cultures, they also try to help employees to understand what their future and opportunities may have in place.

Teams are made up of members with equal authority and a certain level of autonomy is maintained

Google rewards their employee's hard work with an extremely relaxed workplace that encourage creativity through fun activities such as roller hockey and through a casual dress code

Dynamics of culture

Reference list

Carrefour. (2018) Carrefour's CSR mission. Available at: (Accessed: 12 December 2018).

Saltmarsh, M and Kramer, A. (2009) French Retailer to Close Its Russia Stores. Available at: (Accessed: 14 December 2018).