The employees of the company have been greatly affected as the management has been unable to address their welfare problems. The employees are being paid poorly despite being subjected to a huge workforce. The values and behaviors of the organization have also been affected by the poor leadership. The ethical values of the organization have been compromised by the widespread corruption at the company. The public image of the company has also been affected by the corruption scandals and poor leadership. Some external stakeholders are also involved in the problem. This includes the officials who are responsible for taking bribes (Abelson & Greenhouse, 2011). The company paid a bribe of more than $24 million to the authorities in Mexico in order to set up its stores. This is an indication that the values and behaviors of the organization are not good.It is the responsibility of the leaders within an organization to promote good values so as to ensure that there is trust among the members of the public. It is also the responsibility of the leaders within the organization to ensure that the welfare of the employees is taken care of (Featherstone, 2005). However, most of the employees working for the company live in poverty due to the poor pay and the poor working conditions. The employees have always complained about the poor pay and have held several demonstrations (Zimmerman, 2005). However, this is usually countered by victimization which discourages the employees from raising their concerns. Poor leadership has also been a barrier to the growth and development of the company. The brand of the company has been on the decline as a result of poor leadership. The design processes at the company are also poor and this affects the delivery of services. The organizational culture of the company is also poor and it affects the daily operations. The poor organizational culture is also attributed to the poor leadership. The needs of the employees are not addressed in most cases as a result of the poor organizational culture.
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