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ning the souls' of their employees, evidence suggests that organizations were faced with negative outcomes, such as cynicism and deep acting, rather than positive, shared values (Huczynski & Buchanan, 2007). It may be that the introduction of a new culture may influence the performance of the organization negatively, as the effect on employees seems to be counter-productive. For example, if the introduction of a new culture also involves tighter control over employees, such as setting up surveillance to observe how work is being done, this may decrease levels of 'shirking', and increase productivity.

Also, there are cultural values that are brought into the workplace that may be independent of the organizations values, which may increase or decrease the outcome of the values present in the workplace. Values and attitudes towards work may be gained from an employee's national or societal culture. Laurent (1989) believes that the values gained from national cultures are more powerful than those implemented though organizational culture. Social stereotypes dictate that Americans are brash, the French romantic and the Japanese inscrutable (Huczynski & Buchanan, 2007). Although not always true, there is a case for national culture in the workplace. For example, success of Japanese companies seems to partially rely on cultural norms. Surveys show alcoholism in Japan is only a quarter of the US rate, and that 85 percent of the Japanese workforce would give up their seat to their superiors on the bus (Ouchi & Price, 1978). Perhaps a reason for lower absentee rates in Japan, and an explanation to why hierarchy in organizations is not as important is in the West.

There are no clear cut guidelines to installing an 'ideal' culture into any firm, in attempt maximize employee productivity and overall performance. Taking into consideration the above, it may be reasonable to observe nature of the industry in which the organization operates, in order to see what exactly needs to be achieved by it. After observing the traits needed to be successful in an industry, these could be molded with the relevant social values, and exploiting relevant norms, to create a culture. An organizational culture which reflects on a national culture is not likely to cause resistance, as it is already deeply rooted in employees. The former may reduce individual resistance to the culture, but not necessarily. It could be said that this is especially true with the rise of multinational companies, which cannot rely on realized societal norms of any one national culture. Finally, the successful implementation of this 'ideal' culture may not be possible in organization where a cultural change is required, depending on the type of culture which was present previously, and the organizational traits which were developed by it.

In conclusion, we can see that there is a relationship between organizational culture and employee productivity in terms of overall performance. However, any measurement of this relationship, without taking into consideration both internal and external factors, cannot be seen as accurate. Furthermore, even if we assume that a 'strong' culture is the key ingredient to an increase in performance, it is precisely this 'strong' culture that may stagnate and make change difficult for organizations, which may decrease performance. Adaptability to change is not a 'trait' of all cultures, but does appear some organizatio本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。