research work explored the impact of organizational culture on employee's
performance using Covenant University, Canaan land, Ota as a case study.
Despite the various culture and norms put in place to bring about increase or
improvement on employees performance, the existence of employee's behaviour
towards culture is questionable. Culture which is a necessity for any
organization is embedded in the fact that human interest, needs and aspiration
differs from one individual to another. It is this variation in the interest
and aspiration and desire of different individual that leads to clash of
interest. As a result of this, culture is put in place so that the culture of
the organization can be known and adhered to and which directly impact on the
performance of the employees in the organization.
which was the primary source of data in the study was used and the questions
contained therein assisted us in answering the research questions and
hypotheses stated in chapter one, while secondary data was sourced from journal
articles, textbooks, internet material and unpublished B.Sc. and M.Sc. theses
from the data gathered, majority of the staff agreed that they are strongly
affected (put to here Sir) by the culture of the university and that it has
improved their performances and others areas of their life's. They agree that
they actually benefit from the culture of the university. We thus recommend
should ensure that the culture is effective and should be easy to comply with.
should note that when implementing the culture, the staffs are put in mind and
that it benefits everyone which will invariably impact on their performance.
appropriate disciplinary action should be taken against official who do not
adhere to the culture of the university.
TABLES OF CONTENTS
CHAPTER ONE: INTORDUCTION
1.1 Background of Study
1.2 Statement of Research Problem
1.3 Objectives of the Study
1.4 Research Question
1.5 Significance of Then Study
1.6 research Hypotheses
1.7 Scope and Limitation of the
1.8 Background of Covenant
1.9 Definition of Glossary Terms
TWO - LITERATURE REVIEW
2.1 Concept of Management
2.2 Conceptual Framework of Organization
2.3 Organizational Chart
2.4 Views on Organizational
2.4.1 Definitional of Organizational
2.4.2 Nature of Organizational
2.4.3 Characteristics of Culture
2.4.4 Types of Culture
2.4.5 Deciphering Organizational Culture
2.4.6 Effects of Culture on
CHAPTER THREE - RESEARCH METHODOLOGY
3.1 Population of study
3.2 Sampling size
3.3 Sampling Technique
3.4 Research Design
3.5 Data Collection Instrument.
3.6 Data Collection
3.7 Data Analysis
FOUR - DATA PRESENTATION AND DISCUSSION
4.2 Data Presentation
4.3 Analysis and Data Result.
4.4 Testing of Hypotheses and Discussing
FIVE - SUMMARY, CONCLUSION AND RECOMMEDATION
5.1 Sun unary of Findings
5.2.1 Empirical Findings
5.4.1 Limitation of Study
5.4.2 Suggestions for Further Study
LIST OF TABLES
4.1.1 Returned rates of
4.1l.2-4.1.6 Bio-data of Respondents
4.1.7-4.1.19 Research questions and
4.4.1-4.4.2 Table of Hypotheses
LIST OF FIGURES
2.1 Functional Organizational Chart of a Manufacturing Company
2.1 Product/market Organizational Chart of a manufacturing Company
2.1 The Layers of organizational Behaviour
BACKGROUND OF STUDY
as a concept has had a long checked red history. It has been used by the layman
as a word to indicate sophistication, as when we say that someone is very
"cultural". It has been used b~ anthropologist to refer to the
customs and rituals that society develops over their course of history. In the
last several decades it has been used by some researchers and managers to refer
to climate and practices that organizations develop around their handling of
people. Or to the espoused values and credo of an organization.
Armstrong, (2006) Defined Organizational or Corporate culture as the set of
values, norms" beliefs, attitude and assumptions that may not have been
articulated but shaped the ways in which people behave and things get done.
Values refer to what is believed to be important about how people and the
organization behave. Norms are unwritten rules of behaviour.
definition emphasizes that organizational culture is concerned with the
abstractions such as values and norms which parades the whole or part of an
organization. They may not be defined, discussed or even be noticed. Put
another culture can be regarded as a code word for the subjective side of
organizational life. Myerson and Martin, (1987). Nevertheless, culture can have
a significant influence on people behaviour. Below are some definitions of
culture of an organization refers to the unique configuration of norms, values,
beliefs and ways of behaving that characterize the manner in which group and
individual combine to get things done. Eldridge and Crombie, (1974).
is a system of informal rules that spell out how people are to behave most of
the time. Deal and Kennedy, (1982).
is the commonly held beliefs, attitudes and values that exist in an organization.
Put more simply, culture is the way we do things around here Furnham and
the above definitions of culture Farnham and Gunter list, amongst others, the
following areas of agreement on the concept: It is difficult to define (often a
is multi- dimensional, with many different components at different levels. It
is not particularly dynamic and ever changing (been relatively stable over
short period of time).
takes time to establish and therefore time to change a corporate culture. Farnham
and Gunter refer to a number of problems with the concept including: How to
categorize culture (what terminology to used); When and why corporate culture
should be changed and how this takes place what is the healthiest, most optimal
or desirable culture
1.2 ORGANIZATIONAL CLIMATE AND CULTURE.
term organizational climate is sometimes confused with organizational culture
and there has been much debate on what distinguishes the concept of climate
from that of culture. In his analysis of this issue, Denison (1996). Believes
that culture refers to a deep structure of organizations, which is rooted in
value, 'beliefs, and assumptions held by organizational members. In contrast,
climate refers to that aspect of the environment that is consciously perceived
by organizational members.
(1988). Stated that climate is a perception and a descriptive. Perceptions are
sensations or realizations experienced by an individual. Descriptions are what
a person reports of these sensations.
debate about the meaning of these terms can become academic. Is easiest to
regard organizational climate as how people perceived (see and feel about), the
culture existing in their organization. As defined by French et al (1985), it
is 'the relative persistent set of perceptions held by the organizational
members concerning the characteristic and quality of organizational culture
they distinguish between the actual situations (i e culture) and the perception
of it (climate).
another context, organizational culture is “the set of shared, taken for
granted implicit assumptions that a group holds and that determines how it
perceives, thinks about and reacts to its various environments. Kreitner and
Kinicki (2004). This definition highlights three important characteristics of
organizational culture. First, organizational culture is passed on to new
employees through the process of socialization. Secondly, organizational
culture influences our behaviour at work. Finally, organizational culture
operates at different levels.
culture that lack positive values may result in employees who are unproductive
and indifferent and have poor
attitudes which will be reflected externally to customers. The key to success in organizations
is satisfying customers. An efficient organizational structure and matching
culture should help an organization do just that.
organizational culture is an approach
to plan change and it's a long-term more encompassing change approach meant to
move the entire organization to a higher level of functioning, while greatly improving the performance and satisfaction of
1.4 STATEMENT OF RESEAR¢H PROBLEM
of the problem is a basic step in a research project that will provide the
needed information in the study.
concern for every organization has always been that the accomplishing the
stated organizational objectives so that it survive and prospers. To attain
these objectives, organization used strategies, adopt programme plans
(cultures, norms and values) that they feel would enable them realize their
missions and achieve their goals. With the changes that occur in external:
environment of organizations and the impact of such changes on the
organization, then interest of the research is stimulated to investigate into
organizational culture and norms as they affect organizational performance
either positively or negatively as a route to achieving these organizational
faced such problems as lack of adequate financial resources, lack of skill workers,
inability to adapt to or adhere to the culture of the organizations, interest, and
low level of motivation, an orthodox cultures and norms etc. These can be
addressed by organizational culture and norms