This report provides a comprehensive analysis of the organizational structure and culture of British American Tobacco (BAT). It begins by defining organizational structure, detailing aspects such as chain of command and span of control, and exploring different structure designs including geographic, functional, product, mixed, and matrix structures. The report then delves into organizational culture, particularly through the lens of Hofstede's cultural dimensions, analyzing power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, long-term versus short-term orientation, and indulgence versus restraint. The core of the report focuses on recommending the most appropriate structure and culture for BAT, suggesting a geographic structure combined with a culture that incorporates low power distance, femininity, high uncertainty avoidance, long-term orientation, and indulgence. Finally, the report assesses the impact of the adopted structure and culture on the company's performance, highlighting how these factors can contribute to improved decision-making, employee coordination, and overall competitive advantage. The conclusion reiterates the importance of aligning structure and culture to achieve and sustain a strong market position.