TABLE
OF CONTENT
CHAPTER
ONE
1.1
Introduction
1
1.2
Background of the
Study
1
1.3
Akanu Ibiam
Federal Polytechnics Afikpo
2
1.4
Institute of
Management and Technology (IMT) Enugu 3
1.5
Statement of
Problem
4
1.6
Objective of the
Study
5
1.7
Research
Question
5
1.8
Scope of the Study
6
1.9
Significance of
the Study
6
1.10
Operational
Definition of Key Terms
7
CHAPTER TWO
2.0 Review of Related Literature
9
2.1 Conceptual Framework
9
2.2 The Concept of Performance
11
2.3 The Concept of Culture
13
2.4 Benefits of Culture 13
2.5 The Concept of Organizational Cultural and
Organizational
Performance
14
2.5.1 The Impact of High Commitment
15
2.6 Assessing
Organizational Culture
16
2.6.1
Role of Ethnics
in Culture Formation
17
2.6.2
Ways Organizations form their Culture
17
2.6.3
Need for
Organizational Culture
17
2.7 Organizational Performances 19
2.8 Motivation of Employees for Effective Performance 19
2.9 The Theoretical Framework
20
2.10 Summary of Review of
Related Literature
23
CHAPTER THREE
Researcher Methodology
3.0 Introduction
25
3.1 Research Design 25
3.2 Area of the Study
25
3.3 Population of the Study
25
3.4 Sample Procedure
26
3.5 Sample Size Determination
26
3.6 Source of Data 27
3.6.1 Primary Sources of
Data
27
3.6.2 Secondary Sources of
Data 28
3.7 Instrument for
the Data Collection
28
3.8 Validity of the Research Instrument
28
3.9 Reliability of the Research Instrument
28
3.10 Method of Data
Analysis
28
Bibliography 30
Questionnaire
32
CHAPTER ONE
1.1
INTRODUCTION
Each group of human society has different mechanism to coordinate the
individual doings of their members, beyond this, other social mechanisms play
an important role for social systems, which are based on shared ways of
thinking, feeling or doing. Common assumptions, shared values, and norms, same
understanding of symbols, same ways of interpretation and rules of
communication function as social adhesives in human organization. All these
phenomena are subsumed in the concept of organizational culture, which seems to
be one of the most complex field in the science of economics.
1.2
Background
of the Study
Organizations are established on the basis of some
cultural values and beliefs, which determine within very broad limit what their
goals will be. Whether the goal is to
maximize profit, minimize cost or increase market share, it needs the active
participation and cooperation of the workforce. This is because it is the
workers who would either adhere to or mare the realization of the goal of the
organization. Culture permeates every aspect of human life and
endeavour.
Fundamentally, when different people come to gather as
one group, they bring in their
individualities, which join together to
form a whole part. More often than not
these individualists are subtle and not overt, since the whole swallow the
individuals. It is these
individualities, which form the whole that we regard as the co-operate culture
or organizational culture.
Specifically, organizational culture is relatively new
and first came up at the end of the seventies. At this time, the Japanese
economy boomed and their industrial working practice was seen to be more
successful than the working style in the U.S.A and Europe. The relevance of
organizational culture for greater organizational performance has been
recognized and many studies comparing national culture have been performed.
Furthermore, during
the eighties, the concept of organizational culture became increasingly established. The
enormous interest of industries encouraged scientific discussion. However, the
best-known theoretical models for
organizational culture are proposed by Schein Hofstede, Peters and Waterman,
Ouchi Deal and Kennedy.
On
the whole, organization develop shared values and ways of doing things which
constitute their culture and saves the purpose of uniting the members and
getting them committed. Culture focuses on the development of shared values and
gaining workforce commitment to those shared values. The values are concerned
with the sort of behaviour which management of the concerned organization
behavioru which management of the
concerned organization believes is appropriate in the best interest of the goals of the
organization. This core value expresses management position on organizations
functions and how people who work in such an organization should behave with
appropriate organizational cultural strategy.