Organizational architecture and corporate culture Organization architecture describes the systems within an organization- both formal and informal. It involves creating roles, clear reporting lines mechanisms to handle inputs and results. It has three elements, these are; mechanisms of evaluating employees’ performance, reward structure and allocation of decision rights. Corporate culture on the other hand, is a wider term that incorporates organization of authority and work, reward schemes, company customs, slogans, taboos as well as social rituals and heroes. The two – corporate culture and organizational architecture affect each other. Organizational architecture defines corporate culture of a company (Pride, Hughes & Kapoor, 2012). Components of corporate culture such as heroes and customs enhance communication and cultivate productivity within a firm. Organizational architecture reinforces these elements. For instance, G.E’s corporate culture of innovativeness helps to steer high performance among the employees. As a result, G.E has been rated highly and as one of the top 100 companies worldwide. Its corporate culture of communication such as GE Corporate Ombudsperson that allows employees to air views regarding their integrity has allowed for coordination between its business and the employee welfare. Always Round Tire The problem is the leadership and building of the best team which is necessary in facilitating organizational architectural development. Leadership is essential not only in the proactive transformational change within the organization but also in the achievement of the organizational goals and objectives (Brickley et al., 2007). Active involvement and personal commitment of departmental and senior management are vital for the success of the organization. Leaders must possess a clear vision of the organization goals, provide strategic direction, empower and integrates the desired outcome with all aspects of the organization functioning. However, in this case, the team lacks personal active involvement and commitment to their area of competence or department. In fact, the team seems not to have a clear vision of the desired end, strategic direction, motivation empowerment as well as a clear understanding of the organization functioning. Always Round Tire While individuals perceive promotions as a means through which they are rewarded by the organization, promotions are also a means through which the organization perpetuate and communicate its culture and values to the workforce. Promotions are the primary means for the organization to deploy talent, reorganize, implement new strategic initiatives and achieve strategic goals (Brickley et al., 2007). The desired strategic goals form the basis in which organizations promote their employees. Therefore, individual employees being promoted must be a reflection of the competency that will enable the company to achieve the desired objectives. Low level management does not require highly skilled techniques and knowledge that is imparted into the individuals through training and education. That is why promotions based on seniority and experience best suited low level management. However, in higher positions where co