The by a corporation’s members and acts

Thestructure and culture of a corporation plays a large role in a company’sability to change. A corporation’s culture develops around the corporation’sstructure. Therefore, a culture change has to happen in order to change the corporation’sstructure (Bianca, n.d.). Looking from the culture perspective, a structure ofa company can stay the same and the culture could change is management changeshow workers are assigned roles in the same structure (Bianca, n.

d.).  Acorporation’s structure can be considered a strength to the company if it isfocused on an objective. When creating a strategic plan, you are focusing onthe best outcome for the future therefore if the company’s structure is workswith the strategy then it can be a strength.

The structure could also be aweakness if it is not compatible with the objectives and overall goals of thecompany. For example, if the company’s strategic goal is improving customerservice but the company has a large organization structure with several differentlevels of management and complex reporting relationships then the structure canimpede that strategic goal (Ingram, n.d.

). Ourbook states that a culture is set of beliefs, expectations, and values learnedand shared by a corporation’s members and acts to shape behavior of peoplewithin the corporation (Hunger& Wheelen, 2011).The culture of a company is what gives employees a sense of direction and tellsthen how to basically behave. Corporate structure has a powerful impact on thebehavior of managers as well as other employees. The culture can stronglyaffect a corporation’s ability to shift its strategic direction. Culture can beviewed as internals strength if it is compatible with the present and potentialstrategies (D.

, A., & F,2017). If employees are committed to the teamstructure and the team decides that they want to change their focus to newproducts or services, if they follow as a team then they will adjust to the newways and organize itself in the manner to be successful (Bianca, n.d.).