Role of Organizational Culture in Promoting the Performance of an Organization

Description

– Role of Organizational Culture in Promoting the Performance of an Organization –

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Abstract

The role of organizational culture in promoting the performance of an organization cannot be over emphasized. Organizational culture is the set of important values, beliefs and understanding that members share in common.

An understanding of culture and how to transform it is a crucial skill for leaders trying to achieve strategic outcomes. This study therefore is to establish the role organizational culture plays in promoting the performance of an organization.

To this end the study determined the extent to which organizational culture promotes the performance of an organization, examined if there is any relationship between technique used to promote adherence to change and level of performance,

determined the extent to which employee performance is affected by leaders’ adherence to organizational culture, examined if there is a correlation between organization’s culture and its work environment, and finally determined the extent to which resistance to change affects organizational performance.  

Introduction

1.1 Background of the Study

Culture is a powerful lever in guiding human behaviour at all organizational levels, be it individual, group, or corporate bodies. Culture shapes, moderates and guides activities of an organization.

Entrepreneurs who establish an organization often give a personal shape to the initial organizational culture and then perpetuate that culture by finding followers who are ready to fit into the system.

According to Bundhwar and Yaw (2001: 105), entrepreneurs set up an organization with certain values, beliefs and norms that have been shaped by the societal culture and by the individual’s life experiences.

These cultural characteristics are manifested in many ways such as myths, rituals, stories, legends and specialized language (Kast and Rosennweig 1985:675). Thompson and Strikeland (1987: 237) posit that every organization is a unique culture.

This culture is its own special history of how the organization has been articulated, projected, managed and approach to solving problems and conducting other activities, its own mix of managerial personalities and styles, its own experience of how changes are to be instituted as well as its overall personality.

From the above assertion, the culture of an organization must have the basic traits of organizational values which include involvement, consistency, adaptability and mission for better work performance (Denison and Mishra, 1995).

They stress that involvement and adaptability indicate flexibility, openness and responsiveness which are strong predictor of growth while consistency and mission indicate integration, direction and vision which predict the profitability of the company. 

Adeferatin, (2001) and Gatlin, (1997) posit that the effectiveness of an organization’s culture is central to the extent to which its members are involved and committed to ensuring the achievement of the set goals.

Taking Nigeria for an example, leaders of some organizations exhibit a non-challant attitude to their responsibilities and task. Such leaders, according to Yusuf (2006), do not stick to the organization’s set standards and moreover do not feel a strong sense of ownership to the organization. 

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