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
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
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.
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