Which Of The Following Is Not An Example Of How Organizational Culture Exerts Behavioral Control

chaptert 9 Flashcards by y bhatti

Organizational behavioral controls are parts of strategic transformation that require determining the right and between the firm’s culture and rewards while also establishing acceptable boundaries. a state of equilibrium; a state of alignment The sequential approach to strategic control is the standard way of thinking about it. This step is not one of the steps in the sequence, therefore choose one of the options below. Lower-level supervisors are responsible for submitting action plans. According to you, which of the following is the most significant disadvantage of traditional strategic control systems?

Which of the following statements is true for organizations operating in complicated and chaotic business environments?

Approaches to strategic control that are now popular rely heavily on _.double-loop learning.

Is the organization carrying out its responsibilities?

  • In today’s control systems, which of the following qualities is NOT included in the design?
  • Every Friday, the top executives of ABC Company gather to evaluate daily operational reports as well as year-to-date statistics.
  • A control system focused solely on is ineffective when businesses downsize at the same time that they face the need for more collaboration across organizational boundaries.
  • Organizational culture exerts behavioral control over employees in which of the following situations?
  • The late Sam Walton, the founder of Walmart, used to hold pep rallies at various Walmart locations across the country.
  • It contributed to the reinforcement and maintenance of the Walmart culture.
  • They are ineffective tools for shaping the culture of a company or organization.

When subcultures arise that have shared ideals that are diametrically opposed to the mainstream culture of an organization _.individuals begin to operate at odds with one another.

The framework is set in stone in order to provide consistency for personnel.

Boundaries and limitations that are effective _.as far as possible, avoid inappropriate and unethical behavior In order to be effective, short-term objectives must be both and .specific; quantifiable.

Action plans must be explicit in order for managers to have a clear knowledge of the resources that will be required to carry out the plan.

The most effective strategy to reduce inappropriate and immoral behavior is to and .impose boundaries and limitations.

rules _.designing effective incentive systems is a strategy used by most successful businesses to reduce the need for explicit rules, laws, and other limits.

Employees have a high level of skill and self-reliance.

a company that manufactures mass-produced goods Most businesses with strong cultures and a well-developed system of rewards and incentives may ultimately internalize limits rather than relying on explicit rules and regulations to function well.

Reduce the amount of training and indoctrination.

Governance tools for implementation consideration are in place to reduce the temptation for managers to behave only in their own self-interest.

short-term value is created by a board of directors that works in the best interests of shareholders.

Which of the following is not a shareholder, correct?

Boards of directors can examine all of the choices listed below, with the exception of one, to encourage CEOs to maximize the value of their firms.

It is not an option to fire someone for bad performance.

When examining the 2011 Harvard Business Review analysis on changes in board composition since 1987, which shift may be attributed to government regulation or legislation?

In business, CEO duality is defined as a scenario in which the .

There are two schools of thinking when it comes to picking a side in the CEO duality debate.

The dual nature of the CEO hinders decision-making.

Which of the following would not be taken into consideration by the School of Thought known as Agency Theory?

The following are examples of external governance control methods, with the exception of _.competitors.

This is known as the risk of undervaluation.

When we talk of a takeover constraint, we are referring to the possibility of being acquired by a hostile raider.

It is generally agreed that the failure of many auditing firms to raise red flags about accounting problems in corporations such as Enron and WorldCom is due to all of the following issues, with the exception of _.the inability of U.S.

All of the factors listed below, with the exception of the fact that _.sell suggestions produce smaller commissions than buy recommendations, explain why analyst recommendations are frequently more optimistic than warranted by an objective review of the facts.

Firms in developing markets and continental Europe are frequently characterized by all of the above characteristics, with the exception of _.low family ownership and control.

All of the conditions listed below, with the exception of _.legislation that safeguards the interests of minority shareholders, must be satisfied in order for principal-principal (PP) disputes to develop.

minority shareholders have been forced into expropriation, which indicates that their interests have been negatively harmed by the acts of dominating shareholders.

How Does Leadership Influence Organizational Culture

Great organizational cultures are built on the foundation of effective leadership, which is one of the most important factors to consider. A leader may be anybody who has influence or power, regardless of their position in the business, and leaders set the tone for the culture of the organization. Leaders may instill principles in their followers while also holding them accountable for their actions. Based on the leadership style and plan implementation, this impact over others can be either beneficial or bad, but both successful and poor leadership will influence and establish organizational culture inside the workplace.

Employees and the bottom line suffer as a result of a lack of commitment to building a great culture.

Why Is Organizational Culture Important?

It has been shown that when a leader instills the above characteristics of culture into a business, the workforce becomes more engaged. Some of the advantages of increased employee involvement are as follows: Higher standards of quality and safety. Employees who are dedicated to reaching a standard of quality and excellence are more likely to be engaged. As a result, they make more informed judgments, pay greater attention to detail, and approach their work with greater thinking than before. These same measures also contribute significantly to the promotion and maintenance of workplace safety.

  1. When a firm promotes and supports people in maintaining a healthy work-life balance, they not only work more, but they also work smarter.
  2. It also has the additional benefit of decreasing absenteeism and increasing loyalty to the organization.
  3. Employees who are respected in their jobs end up valuing their customers, clients, coworkers, and everyone else with whom they come into touch on a daily basis as a result.
  4. Increased rates of retention.
  5. Employees of organizations that foster such a culture are more likely to remain with the company for the long haul.
  6. There is just no reason to go when you are valued, heard, and given the opportunity to progress.
  7. Increased employee engagement feeds these advantages, which in turn leads to increased profit as a result of the exceptional productivity generated by every member of the workforce.

What contributes to a strong organizational culture?

The basis of every organization should be based on a positive culture. Work that is meaningful, gratitude, well-being, leadership, and connection are all factors that contribute to the culture of your organization. 1) Work That Is Valuable The work that employees undertake every day should have a deep and personal connection to them because they spend approximately one-third of their life at their jobs. Hopefully, they also have a sense of opportunity and determination to do their very best in their current position.

  • Finding new and extra chances at work helps people remain motivated and contribute in a meaningful way to the organization.
  • Celebrating career milestones and successes is an excellent way to show your appreciation for your staff.
  • 3) Overall well-beingWell-being encompasses more than simply physical fitness and healthy eating habits, though.
  • While your organization’s culture should encourage a healthy way of life, it should also promote a healthy sense of belonging among its members.
  • Interactions have been supplanted by social media platforms, which were designed to bring people together and link them.
  • This lack of connection makes it difficult to collaborate, and it might result in a diminished sense of belonging and purpose in one’s job.
  • Leaders may reinforce corporate values by assisting their employees in growing and developing their skills and abilities through goal setting, opportunities, and recognition programs.

Employees should be elevated through frequent one-on-one meetings and regular two-way feedback. Having an open and continual communication with their boss regarding their job helps them to have more confidence in their manager.

What is Leadership culture?

In each business, a healthy culture should serve as the cornerstone. Important parts of your culture include meaningful work, appreciative behavior, well-being, leadership, and connections. First and foremost, work that is meaningful The work that employees undertake should have a deep and personal connection to them because they spend approximately one-third of their life at their jobs. Hopefully, they also have a feeling of opportunity and determination to do their very best in their current position.

  1. Being aware of new and extra chances at work helps people remain motivated and make a positive contribution.
  2. Celebrate career milestones and successes with your staff as a way of showing your appreciation.
  3. 3) Overall well-beingWell-being encompasses more than simply physical fitness and healthy dietary practices.
  4. While your organization’s culture should encourage a healthy way of life, it should also promote a strong sense of belonging among its employees.
  5. Conversations have been supplanted by social media technologies that were designed to bring people together to share information.
  6. When people are disconnected from one another, they find it difficult to collaborate and might experience a reduced feeling of belonging and purpose at work.
  7. Leaders may reinforce corporate principles by assisting their employees in growing and developing their skills and abilities through goal setting, opportunity, and praise.
  8. Employees’ confidence in their boss grows as a result of open and continual discussion about their jobs.
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What Does a Good Leader Look Like?

A good leader, at the highest level, is concerned about others and strives to bring out the best in them via coaching, mentoring, and listening. The most effective leaders are those who are forward-thinking. Modern leaders are mentors and coaches, rather than micromanagers and gatekeepers, who guide and mentor their subordinates. They advocate for their constituents and encourage them to accomplish excellent job, rather than attempting to do everything on their own. They show appreciation for their people, create chances, and share in their achievement.

Employees are connected to three pillars of growth by modern leaders, who assist them grow: PurposeAccomplishment Towards one another Workers who feel connected to these pillars are 373 percent more likely to have a strong sense of purpose and 747 percent more likely to be highly engaged at work when their leaders link them to them.

One-on-one meetings allow executives to check in with staff on a regular basis, give mentorship and coaching, express thanks, and promote company culture.

Toolkits like as the Culture Cloud, developed by O.C. Tanner, may assist you in facilitating these sorts of talks, as well as enabling executives to engage with workers in ways that reinforce and improve company culture.

What Aspects of Company Culture Can Leaders Control?

Leaders have a significant effect on the culture of their organizations. They are in charge of setting the agenda, prioritizing work, managing, leading, and delegating. A strong leader instills in individuals under their supervision a feeling of vision, purpose, mentorship, and inspiration. The diverse workforce of today is redefining what it means to be successful on both personal and professional levels. Generation Y does not respond well to traditional leadership styles and types of leadership culture since they thrive on greater growth and mentoring.

The relationship between a boss and an employee is a vital link in any organization’s success.

7 Ways Leaders Can Focus on Culture

Leaders have a tremendous impact on the culture of their organizations, thus doing a good job of motivating people should be a major priority of any leadership strategy in place. This may be accomplished in a variety of ways, but the following are seven that stand out: 1. Act as a role model for others. There are no exceptions for those at the top who must model the culture they espouse. If trust is ever betrayed, it is imperative that a sincere apology (and, depending on the circumstances, possible penalties) be issued as soon as possible.

  1. Keep an eye out for new insights.
  2. Take note of little things regarding the workplace and the conduct of your co-workers.
  3. 3.
  4. When anybody at any level has the opportunity to engage in question and answer sessions with top leaders, replies can be provided on the spot.
  5. 4.
  6. Feedback is only as valuable as the action that follows it, thus it is important to ask for it.
  7. 5.

When there is a culture of autonomy, there is more opportunity for problem resolution and higher creativity.


Failure is unavoidable, no matter who you are or what you do.

People should not be punished for attempting anything; instead, they should be encouraged to learn from their mistakes and make changes the next time.

Acknowledge and appreciate a job well done.

Employees are more loyal to their teams and the firm as a whole when they believe their contribution is important, that what they do is valuable, and that their superiors take the time to express gratitude to them and their colleagues.

12 Myths About How Leadership Impacts Company Culture

Clearly, today’s workforce need a leadership style that is effective in the face of shifting organizational principles. This is more evident than ever before. Employee experience, engagement, and well-being are all shaped by effective leadership, and all of these factors are vital to a successful workplace culture. In order to assist leaders in determining where to begin, we examined 12 misconceptions regarding how leadership affects business culture: 1. Culture is only concerned with how individuals interact with one another.

  1. Yes, it is beneficial when individuals can just “get along” with one another.
  2. Factors influencing an organization’s culture include beliefs, clarity, dedication, purpose, and outcomes, all of which are important.
  3. The culture of a firm should emerge naturally over time.
  4. Culture is anchored in the beliefs, relationships, and behaviors that employees encounter on a daily basis when working for a company.
  5. 3.
  6. FALSE.
  7. New (or enhanced) leaders, on the other hand, can better interact with employees in order to achieve a more positive and supportive business culture as a whole.



The reality is that every leader and employee must be on board in order for an unified and meaningful culture to be established and maintained.

Having a good time is essential to culture.

However, despite the fact that “fun” workplace cultures appear to attract a lot of attention, holding social events and providing staff bonuses can only go so far.



When employees have faith in their leaders, they are more eager to put up their best effort on their behalf.

Mentorship is unsuccessful in seven ways.

One of the most beneficial things a leader can do is to devote their attention to the development of those who report to them.

Instead of just serving as the gatekeeper to their workers’ internal careers, organizations should train managers on how to help their people.

The yearly review is a successful process.

It is possible that depending only on performance reviews will do more harm than good if they are conducted poorly, as they will not encourage or enhance overall performance.

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In a Gallup survey, managers that offer weekly feedback had workers who are 5.2 times more likely to agree that they receive relevant feedback, 3.2 times more likely to be driven to achieve exceptional job, and 2.7 times more likely to be engaged at work.


FALSE.While large corporations have large expenditures to devote to developing and supporting a positive culture, this does not imply that it must be done in this manner.

In the long run, putting out the necessary work and exercising some patience will be more fruitful than just throwing money at the problem.


While fair remuneration is crucial for a more positive workplace culture, other factors also play a significant role.

Appreciation is not as crucial as it used to be FALSE.

Recognition programs are a wonderful approach to instill gratitude into the workplace since they hold employees accountable in a good way, regardless of their position within the organization.

12. It is not important whether or not employees are recognized. FALSE. Standup recognition moments give chances for leaders (and peers) to communicate with workers about the importance of their job and to demonstrate that they are an important component of the firm.

Why Recognition Matters for Company Culture

Many of the 12 fallacies regarding corporate culture have their roots in one of the following: Putting a high value on what workers have to contribute in terms of their skills and expertise Recognizing the contribution that people make to the success of the business Employee contributions and devotion should be recognized and appreciated. As long as all of this is done transparently and in a well-established, consistent manner, all members of an organization, from the top to the bottom, may benefit from mutual trust, a strong sense of security, and mutual loyalty.

Ways Leaders Can Recognize Excellence

There are a plethora of methods in which leaders may promote a strong team culture via the use of praise and appreciation. Among the events that can be identified are the following: Wins on a daily basis Successes in team building Victories of significance Enhancements in terms of safety Operations in the service industry Achievements in the field of health Anniversaries at the workplace Holidays Celebrations for the entire company Some tangible concepts that professional firms have utilized to demonstrate value and gratitude include the following: Certificates or plaques are presented to recipients.

Gift certificates to retail establishments or eateries Jewelry or timepieces Electronics Housewares Flowers or plants are a nice touch.

A company-wide recognition program, such as O.C.

Whichever option you choose, be certain that the reward accurately reflects the achievement.

Invest in Your Culture

Do you require further information? The Global Culture Report for 2021provides easy, concrete strategies that may be used now to foster an engaged and healthy workplace culture.

BUSI 400 Individual Assignment 5 Strategic Implementation answers complete solutions – A+ on everything

Complete solutions to BUSI 400 Individual Assignment 5 Strategic Implementation questions and answers If you want an A on your grade, you’ll need to complete several different variants. The sequential approach to strategic control is the standard way of thinking about it. Which of the following does not constitute one of the phases in the sequence mentioned above? Which of the following statements is true for organizations operating in complicated and chaotic business environments? The majority of contemporary methods to strategic control are based on Which of the following questions is the focus of informational control systems (ICS)?

  • The major actors in corporate governance do not include the CEO and the board of directors.
  • This option is not a main method of observing and monitoring management performance.
  • To be effective, a strong and healthy organizational culture must be maintained once it has been formed.
  • Instantaneous incentives help to promote desirable behavior.
  • As an illustration of how corporate culture imposes behavioral control, which of the following is true?
  • Firms must build boards of directors that are active and devoted.
  • As businesses shrink while still facing the need for more collaboration across organizational boundaries, a control system based solely on borders and limits would be ineffective and inefficient.

Which of the following is the most important tool for observing and evaluating management behavior?

Continuous monitoring has several advantages in today’s approach to control systems, one of which is the ability to identify problems early.

More Rigorous supervision of the CEO and the company’s strategy is included as a result of the push for outsider domination on corporate boards of directors.

The following are examples of external governance control mechanisms: and The three most important players in corporate governance are , , and .

It is not possible for strategic control systems to rectify the performance and ultimate strategy of a company.

According to Monks and Minow, the major players in corporate governance are all stakeholders, the board of directors, and the workers of the organization. Behavioral controls are concerned with achieving the optimal balance and harmony among a company’s culture, rewards, and boundaries.

The Influences of Culture on Organizations’ Daily-Life

This chapter is a part of the Contributions to Management Sciencebook series, which you may read online (MANAGEMENT SC.)


The different impacts of an organization’s culture on its internal existence are discussed in detail in Chapter 4. It begins by explaining how culture exerts its effect, and then goes on to examine the impact of organizational culture on strategy creation and implementation, on an organization’s choice of design, on its management systems, and on management tools. Furthermore, the chapter covers the impact of an organization’s culture on leaders, as well as their conduct and the processes of leadership.


Springer Nature Switzerland AG has granted an exclusive license to the Author(s) until 2021.

Authors and Affiliations

For a variety of reasons, a top-down strategy to developing corporate culture is no longer effective. For starters, Covid-19 has completely transformed the way in which executives deal with their employees and how coworkers interact with one another. Following that, business culture has gained in prominence as a result of recent high-profile disasters at well-known corporations. Some firms have already implemented a new approach to culture-building, one in which everyone in the company is held accountable for its implementation.

  1. Also included are opinions from employees to consumers, from middle managers to the company’s chief executive officer.
  2. Human resources develops a campaign to promote a mission statement and core principles that were defined by the CEO and top management.
  3. Perhaps they also conduct an annual employee engagement survey and provide the findings to the CEO of the company.
  4. For a variety of reasons, this strategy is no longer effective.
  5. During the epidemic, the necessity to adjust rapidly and remain flexible has also exposed the ineffectiveness of a top-down leadership model, which has been demonstrated previously.
  6. Culture has risen to the top of the strategic priority list, with implications for the bottom line.
  7. Some firms have already implemented a new culture-building strategy, one in which everyone in the company shares responsibility for the success of the organization.
  8. The concept of shared responsibility for culture within an organization refers to the fact that various individuals and functions within an organization play different responsibilities in the development and maintenance of the culture.
  9. Numerous companies suffer from an inconsistency or a misalignment between their current culture and their “desired” cultural fit – the culture required to support and develop the company’s goals and strategy.
  10. This method divides the process of creating and developing the culture into several functions.

It also sets unambiguous accountability for the outcomes of the project. While the exact execution of this technique will vary depending on the kind, size, age, and structure of the organization, the following is the basic allocation of responsibility:

  1. • The board of directors should guide the formulation and development of the desired culture, ensuring that it is consistent with corporate objectives and serves the demands of all stakeholders. Create a desired culture and cultivate it through leadership actions, such as setting objectives, strategies, and key results that prioritize culture-building
  2. Designing the organization and its operational processes in order to support and advance the company’s purpose and core values
  3. Establishing a culture-building budget
  4. And establishing a culture-building budget. Design employee experiences that interpret and reinforce the intended culture, according to the Human Resources department. Also, implement strategies and programs that enable the rest of the organization to fulfill its culture responsibilities, such as offering training programs that develop leader capacity for culture-building and employee engagement
  5. Developing culture guidebooks, processes such as performance management, and systems such as rewards and recognition programs that foster the desired culture
  6. And implementing strategies and programs that enable the rest of the organization to fulfill its culture responsibilities. Comply with all applicable laws, regulations, and policies. Provide advice to the CEO and senior management team on how to define an appropriate culture from the perspectives of ethics and risk. Additionally, ensuring that the desired culture is implemented across the organization in a way that is consistent with the company’s risk management strategies through the use of tools such as ethics decision trees, processes such as a whistleblower program, and systems such as compliance monitoring that are consistent with the desired culture
  7. Provide employees with experiences that interpret and reinforce the intended culture. This is the responsibility of middle managers. In addition, executing culture-building tactics, encouraging employee engagement with the desired culture, and fulfilling the culture-building obligations of workers are all important considerations. Members of the workforce: Contribute to the formulation of the intended culture, and implementation of culture-building programs and techniques by offering insights into how the desired culture fits with or differs from the existing culture, customer viewpoints, and employee needs and expectations. Employees should submit feedback on current culture-building initiatives as well as suggestions for future initiatives. Create and enforce routines and norms that reflect the intended culture, as well as adhering to such routines and standards
  8. And ensuring that their attitudes and behaviors are consistent with the intended culture
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The Functions of Boards of Directors and Middle Management Examining two groups that may be less well-understood in this new allocation of culture-building tasks, we can see that the board of directors and middle management are both underappreciated. Directors are elected by their peers to serve on the board of directors. An organization’s culture may be both an advantage and a liability depending on its circumstances. Culture, in the words of Sir Adrian Montague, former Chairman of Aviva plc: “Culture is the glue that holds a company together.” It has a huge impact on the effectiveness, ethics, and governance of a company, among other things.

An article in HBR and CGLytics reports that the average CEO tenure has reduced in comparison to board member tenure, and is currently roughly five years (as opposed to more than twice that duration for board members), according to the authors.

Furthermore, strategy+business notes that boards of directors are increasingly required to impose responsibility on problems such as the organization’s purpose, goal, and fundamental principles.

It should serve as a guide for the formulation and development of the desired culture, ensuring that it is aligned with corporate objectives and fits the demands of all stakeholder groups and individuals.

  • The inclusion of culture as a regular agenda item in board meetings
  • Constant dialogue with the CEO/owner, and the heads of Human Resources, Compliance, Risk, Ethics and DEI on the company’s cultural goals
  • Identifying gaps and issues in the organization’s culture
  • Commissioning culture audits and assessments, as well as assessing the results and measures recommended
  • Culture leadership characteristics should be taken into account in succession planning and senior officer recruiting. Approval of public remarks on corporate culture after they have been reviewed and approved

The board of directors of the non-profit WaterAid has played a critical role in ensuring that the organization’s performance is consistent with its ideals. In order to achieve the organization’s vision and strategy, the board members routinely engage in discussions on the changing context of the organization’s work, with executives, with board members, and with employees in seminars on specific subjects. Another case in point is TalkTalk, a British telecommunications company, which demonstrates how a board of directors may have culture-shaping duties.

“Are we safe?” they should question, rather than solely focused on their technical tasks and just asking.

Directors are better equipped to make educated decisions regarding the degree of risk that the firm is willing to accept by asking the question “What risks are we taking and how can we mitigate them?” Managers in the Middle Leaders in the intermediate echelons of an organization’s hierarchy, such as department managers, store managers, and program managers, have the most impact over their employees’ everyday experiences, and as a result, they play a vital role in the development of business culture.

Although they are sometimes disregarded in culture-building initiatives, middle managers are typically under-resourced in many businesses and do not have the authority to affect culture to the same extent as higher-level executives.

In order to cultivate the ideal culture, middle managers can and should take on the following responsibilities:

  • Maintaining the company’s employee experience strategy by ensuring that the tools, atmosphere, and intangible components of workers’ day-to-day worklife reflect the goal. Applying the aims, techniques, and key results of the organization’s culture-building initiative to the context of their group or role
  • Conducting coaching and training sessions with workers in order to increase their participation with the desired culture Creating and communicating the ideal culture
  • Serving as a role model

In a case study on a large oil producer reported in an article published in Organization Science, the essential role played by middle managers in culture-building struck me as particularly noteworthy. While a corporate culture-change program met with resistance from employees who were deeply steeped in the old culture and practices, one operational unit was able to effectively adopt the new culture owing to the leadership of its experienced management team. Their activities included creating accountabilities for some behaviors, sanctioning others, as well as developing new metrics and enforcing them in order to sustain the new organizational culture.

Produce Results by Assuming Collective Responsibility When each group or function embraces its culture-building duties, a healthy, well-aligned, and productive culture is created, the results of the company’s business operations are improved.

To aid in the recovery effort from the financial crisis, the firm’s board of directors pushed for a redefinition of the company’s mission and directed the top management team to pursue it aggressively.

It was decided to roll out a new group operating model and build new governance structures in order to better operationalize the ideals included in the new culture.

Within a year, 90 percent of the company’s insurance books in the United Kingdom and Europe were replaced by new products that were more in line with the board’s strategy.

Accept the Cultural Changes and New Requirements when they come.

The new approach demonstrates that corporate culture has evolved from being a code defined by leaders to being a toolkit from which everyone can draw upon and contribute to.

Instead of viewing culture as a mandate imposed by upper management, employees are encouraged to view it as an educational resource from which to form their abilities and habits.

Various external and internal variables, including leadership transfers and growth, place pressure on every organization.

Even if successful, attempts to establish a certain sort of culture over the long run will be detrimental to the organization’s competitiveness and long-term viability at the very least.

Changes to the culture must be conveyed openly and thoroughly vetted by all members of the organization.

A clear, consistent, and common knowledge of the intended culture must be shared by all employees, and everyone must work together to build the desired culture in a planned and coordinated manner.

The new role of the CEO and senior management team is not to dictate business culture from on high, but rather to prioritize it and spend resources in order to guarantee that it is maintained and enhanced.

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