Contents

Introduction....................................................................................................................................2

Background of Morison................................................................................................................2

Morison Global’s organisational culture.....................................................................................3

Motivation:.....................................................................................................................................3

Political:..........................................................................................................................................3

Environment:.................................................................................................................................4

Aspects of cultural theory and Hofstede's application to Morison Global’s............................4

Hofstede model of national culture in an organizational context..............................................5

Organizational Hierarchy:............................................................................................................5

Collectivistic vs. Individualism (IDV)......................................................................................5

Privacy............................................................................................................................................6

Masculinity versus femininity.......................................................................................................6

Orientation to Money....................................................................................................................6

Factors that influence motivation.................................................................................................6

Gender roles are differentiation...................................................................................................6

Index of insecurity avoidance.......................................................................................................7

Short term normative orientation vs. Long term normative orientation (LTO).....................7

Indulgence versus restraint (IVR)................................................................................................7

The Morison Global’s Organization's Motivational Theory of Employee Behavior..............7

Recommendations..........................................................................................................................8

References;.....................................................................................................................................8
Introduction
The culture of an organisation has a significant impact on its performance. Organizational culture
is defined as a method of getting things done or as a set of broad organisational characteristics
that assist influence organisational members' behaviour and improve (or impede) strategy
achievement and performance. Morison Global is the company/organization I choose. There are
three ways where in cultural directly influences performance while evaluating this organization's
organisational culture: enhancing productivity, supporting business objectives, and increasing
company performance. When employees feel that they are a part of the culture, they build
favourable ties with their employers. Everyone would be on the same page, working toward
shared company objectives. In an organisation, powerful management and leadership tend to
boost the overall performance of the group, as well as the odds of their followers getting
promoted at the correct moment. They're usually quite effective. It also reveals the disparity of
wealth that these people are ready to accept and perceive as normal(Schuldt and Gomes, 2020).

Background of Morison
Morison Multinational is a global management consulting association (accounting, auditing, tax
and business consulting). The organisation has around 150 member companies from over 80
countries. Morison Global's status as an association is in compliance with the auditing code of
the International Federation of Accountants (IFAC) and the EU Statutory Audit Directive
2006/43/ (EC) ("the 8th Directive"). The International Accounting Bulletin ranks Morison
Global as that of the world's tenth biggest accounting organization. The collective revenues of all
membership enterprises in January 2021 was USD978m. Morison Global was founded in 2016
as a result of the combination of two strong, well-established companies, Morison International
and KS International. Their shared goal of offering superior quality service to their particular
clients' cross-border demands has bonded the two organisations. Both organisations arose from
the same ICAEW (Institute of Chartered Accountants in England and Wales) dinner in 1990,
which was organized to foster relationships between French and UK financial services
companies. Aplitic met Morison Stoneham, who founded Morison International, and Kingston
Smith met Cabinet Sorel, who founded KS International
https://www.accountingtoday.com/author/michael-cohn .
Morison Global’s organisational culture
Morison Global’s corporate culture contributes to the company's durability and resilience.
Organizational culture refers to the combination of traditions, customs, beliefs, and expected
behaviour among personnel. Employees at Morison Global’s are given a set of guidelines,
norms, and standards to follow when doing their jobs, which take into account their interactions
with customers and coworkers. This approach ensures that the company's general culture is
maintained, which contributes to its success(Zhang et al., 2021).

Morison Global’s, as one of the worldwide leaders in the expert service well-founded
organization in different fields as accountings and business consultant and many more, and this
is committed to fostering an organisational culture that fosters endurance and organization's
ability through its policies and initiatives.

Motivation:
Morison Global encourages its employees to participate in order to create a positive impact. Our
companies are industry leaders in their respective fields. They strive to consistently enhance their
businesses and increase the positions of their clientele. Morison is grateful of their community's
culture, which is compassionate, diverse, competent, and always welcoming. Their goal is to
give full access to the highest professional services in important areas throughout the world for
their customers and members. Their international standing instils faith and credibility in the
sectors they service(Abadiyah et al., 2020).

To interact with their causes, an employee may desire to volunteer at their children's school." It
could possibly be a shelter for the homeless. Morison Global's various advantages and perks
include free and low-cost workout activities and international facilities, transportation and
educational assistance, special discounts, holiday entitlement, healthcare insurance, employee
stock purchase possibilities, and holiday entitlement and vacations.

Political:
Morison Global's political stance, According to the MOU, both organisations will collaborate on
topics such as offering access to programmes and services to promote and recruit fresh talent, as
well as hosting join events in agreed-upon markets.
The organisations will also create global links among themself through communication within
the organization and mutually beneficial information sharing. They will also look for opportunity
to engage at events that are mutually beneficial. The ACCA helps 188,000 members and 480,000
students in 178 countries establish successful careers through a network of 100 offices. The
ACCA recently released a checklist outlining three critical business success targets for the
accounting profession in 2017. In addition, the ACCA established a relationship with RD Tax
Services, a UK research & design tax reclaim specialist, in December of last year. Morison KSi
is a worldwide organization that provides excellent, border-free business services to 157
members in 84 countries through 375 locations. In the beginnings of 2016, Morison KSi
confirmed the merging of KS International with Morison International.

Environment:
As an organization, we have pledged to be more mindful in how we provide our products while
boosting our efficacy. We are investing heavily in technologies to facilitate us to do so. We
accomplish this by boosting interconnectivity with and between members while reducing their
environmental footprint. Furthermore, the decline in hard-copy manufacturing Morison Global is
minimizing waste of commodities such as newspaper, plastics, and food at their workplace and
events. They are establishing an eco-friendly atmosphere by recycling whenever and however
possible.

Morison Global has pledged to be more environmentally conscious and attentive of their
influence when develop strategies to mitigate by sourcing sustainable cuisine, using suitable
transportation, supporting local companies, and maintaining a healthy lifestyle and well-being
for its membership.

As part of its marketing strategy, they are aiming to make their organisation more conscious of
its influence on the earth and its people. (MICHELLE MEAD, MORISON GLOBAL'S HEAD
OF OPERATIONS)(Langford et al., 2020)

Aspects of cultural theory and Hofstede's application to Morison Global’s

The Hofstede Model of National Culture assists businesses, companies, or organisations like
Morison Global’s in better understanding the culture of a nation. The Hofstede model provides
six cultural factors that may help businesses and organisations make important strategic
decisions and establish effective marketing programmes and strategies(Vitell et al., 1993).

In its evolution and globalization, Morison Global’s has incorporated cultural elements from the
Hofstede pattern. Morison Global’s marketing methods and campaigns have also been updated to
reflect local culture and way of life. The corporation was able to pursue localization while still
being relevant to its larger, global goal.

Hofstede model of national culture in an organizational context

Hofstede's cultural design and its many sizes have been utilized extensively by Morison
Global’s. Most notably, Morison Global’s's organisational culture reflects the business's wider
integrated worldwide ethos, which is represented and executed inside at all of the firm's other
sites or departments others in the business(Hofstede, 2011)

Organizational Hierarchy:
Morison Global’s has a lower organisational hierarchy than most other companies. Greater
transparency and easy accessibility to leadership are provided by a flatter organisational
hierarchy. This boosts employee confidence and a sense of connection, as well as motivating
them to perform at a high level.
Collectivistic vs. Individualism (IDV)
This relates to the nature of a company's professional tasks or processes. Individualist company’s
residence a premium on distinct achievement, and workers favor to contest with one another for
hard works that principal to similar consequences. This is driven not just by the desire to increase
performance, but also by the desire to generate financial advantages. Collective organisations, on
the other hand, collaborate more directly with individuals and organizations to achieve mutual
objectives that need cooperation. Morison Global’s's corporate culture supports a good balance
of individualism and groups, promoting optimum employee productivity and effectively driving
the company's growth. (Hossen et al., 2018)

Privacy
Morison Global’s values worker privacy in the workplace and in their personal lives. The
company stays out of its workers' personal affairs, gives them the privacy they need if they need
it, and offers help when they need it.

Masculinity versus femininity

It depicts how the organization's male and female members are assigned duties and
responsibilities. Morison Global’s has a good MAS score. To put it another way, occupations
inside a company has great bonding between the workers either men and women, and roles and
responsibilities are not based on gender preconceptions or stereotypes.

Orientation to Money
The quality of life at the work and the condition of life in general determine the entire
organisational culture. There will be more competition depending on the nature of the allocated
work, rather than on trade-offs and benefits.

Factors that influence motivation

Collaboration, rather than negotiation, is the key to Morison Global’s's success. The organisation
does not promote or encourage performance relies on severe rivalry, which can have a negative
impact on an individual's physical, mental, or emotional health. To satisfy the demands of its
workers, the organisation fosters an emphasis on work-life balance and work flexibility. This
allows the company to have complete control over its employees' performance.
Gender roles are differentiation
Morison Global’s opposes gender-based job and position description distinction and
stereotyping. All Morison Global’s jobs and duties are distributed equally and are meant to
encourage equality in the workplace for men and women. Furthermore, Morison Global’s takes
great pride in becoming an equal opportunities employer, giving men and women with equal
advancement opportunities within the company.

Index of insecurity avoidance

Organizations that have a strong culture of avoidance of uncertainty have a more disciplined
outlook. Organizations must have complete control and awareness of all aspects of their
operations. In general, these cultures discourage innovative thinking in favour of greater risk
management. The culture is more easygoing and open if the avoidance of uncertainty score is
low. Morison Global’s, once again, combines the two in corporate culture and prefers to decrease
its scores to prevent uncertainty.(Johnstone and Feeney, 2015)

Short term normative orientation vs. Long term normative orientation (LTO)
A culture that is focused on the long term is intrinsically simpler and more practical. They
demonstrate that comprehending time has long-term consequences that will be significantly more
distributed in the future. On the other side, short-term cultures are more patriotic and value-
driven. On this strategy direction and evolution, Morison Global’s will work with a long-term
emphasis, while its execution and associated operations will be driven by a short-term
concentration.

Indulgence versus restraint (IVR)

A high tolerance score implies a society that values people own happiness, well-being, and needs
more. A more modest culture, on either side, is characterised by societal standards and
regulations. Morison Global’s's corporate culture is a good mix of the two, with a preference for
excess.

The Morison Global’s Organization's Motivational Theory of Employee Behavior

Morison Global is a company that motivates people to do business. The firm has produced a list
of inspirational quotations to help motivate individuals. Morison Global's encourages not just its
clients, but also its employees. Morison Global, like any other company, inspires and encourages
its employees to take on more responsibilities. They believe that every employee has immense
potential. The firm educates and empowers CEOs to make sound decisions. The success of
Morison Global can be attributed in large part to its inspiring strategy. Employees are
encouraged to meet their goals. One of Morison Global's most effective motivational tactics is
group exercise. Sustainability can also help a company stay in business. It has been demonstrated
that when people are offered a profit or a reward, their performance improves. Positive working
conditions, rules, employment stability, and status all play essential roles. Morison Global's
employees receive purchasing incentives, paid time off, workers compensation, and insurance.

As a result, employment for an organization becomes much more tempting. Managers are
dedicated to assisting their staff enhance their skills, and these encouraging approaches are
proven to succeed. The learning environment has a significant influence on the growth and
evolution of vital organisations. Members have prior experience working with a wide range of
customers, include start-ups, non-profit organisations, high-net-worth individuals, and public
firms. Their members are led by progressive and inventive leaders who recognize the value of
collaboration instead of compete with their peers. They, too, desire the best for the advancement
of their teams and enjoy the benefits of all the chances that come with becoming a part of our
community.

Recommendations
This action, in particular, has the potential to increase the spread of best practices across Morison
Global’s's multiple visions. Executives may also utilize it to assist outsiders in better adapting to
corporate standards. This strategy may help to enhance this corporation that already has a
sophisticated organisational culture, to some level. These are the most important advantages of
these therapies. Morison Global’s's corporate culture has the benefit of encouraging development
of new products. This cultural trait ensures the company's long-term competitiveness in the
global sports shoe, equipment, and clothing sectors. Morison Global’s's corporate culture is
known for its diversity and inclusivity, which helps to increase employees’ morale. Nevertheless,
it has the potential to diminish managerial efficiency. Employee engagement is aided by
organisational culture, but it also adds to Morison Global’s managers' burden. Morison Global’s
should raise its investments in leaders to counteract the influence of company culture, according
to a sensible advice.
References;
Abadiyah, R., Eliyana, A., Sridadi, A.R., 2020. Motivation, leadership, supply chain
management toward employee green behavior with organizational culture as a mediator
variable. Int. J. Supply Chain Manag.

Hofstede, G., 2011. Dimensionalizing Cultures: The Hofstede Model in Context. Online
Readings Psychol. Cult. https://doi.org/10.9707/2307-0919.1014

Hossen, M.M., Begum, M., Zhixia, C., 2018. Present status of organizational work–life balance
practices in Bangladesh: Employees expectation and organizational arrangements. J. East.
Eur. Cent. Asian Res. https://doi.org/10.15549/jeecar.v5i1.199

Johnstone, M., Feeney, J.A., 2015. Individual differences in responses to workplace stress: The
contribution of attachment theory. J. Appl. Soc. Psychol. https://doi.org/10.1111/jasp.12308

Langford, D., Fellows, R.F., Hancock, M.R., Gale, A.W., 2020. Organizational behaviour, in:
Human Resources Management in Construction. https://doi.org/10.4324/9781315844695-9

Schuldt, K.S., Gomes, G., 2020. Influence of organizational culture on the environments of
innovation and organizational performance. Gest. e Prod. https://doi.org/10.1590/0104-
530x4571-20

Vitell, S.J., Nwachukwu, S.L., Barnes, J.H., 1993. The effects of culture on ethical decision-
making: An application of Hofstede’s typology. J. Bus. Ethics.
https://doi.org/10.1007/BF00881307

Zhang, B., Yang, L., Cheng, X., Chen, F., 2021. How does employee green behavior impact
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