Impact of Organizational Culture on Performance

TABLE OF CONTENTS
DEDICATION
CERTIFICATION
ACKNOWLEDGEMENT
ABSTRACT
TABLE OF CONTENT
CHAPTER ONE:
1.0.
1.1.
1.2.
1.3.
1.4.
1.5.
1.6.
1.7.
INTRODUCTION
BACKGROUND OF THE STUDY

PROBLEM STATEMENT
PURPOSE OF THE STUDY
RESEARCH QUESTION
RESEARCH HYPOTHESIS
SIGNIFICANT OF THE STUDY
DEFINATION OF TERM
HISTORICAL BACKGROUND OF THE CASE STUDY
CHAPTER TWO:
LITERATURE REVIEW
2.1. CONCEPTUAL ISSUES & FRAMEWORK
2.2. LAYERS OF ORGANISATIONAL CULTURE
2.3. TYPES OF ORGANIZATIONAL CULTURE
2.4. WHERE ORGANIZATIONAL CULTURE ORIGINATES FROM /EVOLUTION
OF ORGANIZATIONAL CULTURE
2.5. HOW CULTURE ARE EMBEDDED IN ORGANIZATION
2.6. DECIPHERING ORGANIZATIONAL CULTURE THROUGH ARTEFACTS
2.7. LITERATURE REVIEW BY DIFFERENCT WRITERS.
2.8. CONSTRUCTIVE CULTURE
2.9. CONCEPT OF PERFORMANCE
2.10. CULTURE THEORY
2.11. STRONG/ WEAK CULTURE
2.12. HEALTH ORGANIZATIONAL STRUCURE
2.13. ORGANIZATION
2.14. PURPOSE OF AN ORGANIZATION
2.15. CONCEPT OF CULTURE
2.16.
2.17.
2.18.
2.19.
2.20.
2.21.
2.22.
2.23.
CULTURAL FORMS
CULTURAL AS A SYMBOL
THE RROMPENAARS AND HAMPDEN TURNER FRAMEWORK
IMPACT OF ORGANISATINAL CULTURE ON ORGANIZATION
PERFORMANCE
KEY ELEMENT OF ORGANIZATIONAL CULTURE
MAIN CHARACTERISTICS THAT ORGANIZATION CULTURE DEFINES
DIMENSIONS OF ORGANIZATIONAL CULTURE
RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE & LEADERSHIP
BEHAVIOUR
CHAPTER THREE
3.1
RESEARCH DESIGN
3.2
POPULATION OF THE STUDY
3.3
SAMPLE SELECTION/SIZE
3.4
SAMPLING TECHNIQUES
3.5
INSTRUMENTATION
3.6
VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENT
3.7
ADMINISTRATION OF INSTRUMENT
3.8
PROCEDURE FOR DATA ANALYSIS
3.9
Decision rule
CHAPTER FOUR
4.1. INTRODUCTION
4.2. ADMINISTRATION OF QUESTIONNAIRES
4.3. ANALYSIS OF RESPONDENTS BIO-DATA
4.4 ANALYSIS OF RESPONDENTS RESPONSES
4.5
TEST OF HYPOTHESIS
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1.
5.2.
5.3.
SUMMARY
CONCLUSION
RECOMMENDATION
DEDICATION
This project is dedicated to the glory of Almighty God, who is in comparable and my
entire family.
CERTIFICATION
I hereby certify that this research work was conducted by MUSTAPHA ASISAT
FOLAHAN under my supervision and duly approved by the Department of
Business Administration of Grace Polytechnic, Surulere Lagos.
______________
MR. YOUSOUPH-ADEYI
SUPERVISOR
_______________
SIGNATURE / DATE
______________
MR. ADEWUNMI O.M
HEAD OF DEPARTMENT
_______________
SIGNATURE / DATE
ACKNOWLEDGEMENT
Not unto us, O Lord, not unto us, but unto thy name we give glory, for thy mercy
and for thy truths sakeBut we will bless the Lord from this time forth
and for evermore (Psalm 115 vs 1-8) words are too weak to express my profound
gratitude to God.
I am very grateful to the Department of Business Administration for imbibing me
with knowledge and making the act of managing rule. My supervisor Mr. Adeyi will
not be left out for taking time of his tight schedule to dissect all the paper work
before his approval, million of kudos to you.
I remain grateful to my parent Mr. and Mrs. Mustapha who exercised patience and
understanding during the completion of my education. My appreciation also goes to
my friends, sisters and Olushola for enduring with me in times of trials. I pray God in
his tender mercy guide and protect everyone of you.
I am grateful to all my colleagues in Business Administration that imbibe me with
courage Omowunmi, Segun, Happiness and all others you are too much. Mr.
Adewunmi I cant forget you for your support from side to side when in school.
Thank you all God bless.
ABSTRACT
The concept of culture promised to make organization studies more historical and
to provide theoretical relevance for business history. This promise has not been
fulfilled. The conventions at various levels of organizational culture studies prevent
them from becoming more historical, and the conventions of business history make
it difficult to engage with the concept of culture. Corporate culturist imposes a
narrative structure that privileges the roles of founders in history. Similarly,
corporate sponsorship reinforces the tendency for business historians to endorse
the unity and continuity of corporate cultures. The influence of economics in
business history reduces culture to a residual variables and subordinates narrative
to economic models. Organizational symbolists are suspicious of narrative, which
they associate with founder centered corporate culturist.
CHAPTER ONE
1.1
BACKGROUND OF THE STUDY
It is widely recognized that different organizations have distinctive cultures. A

commonly used definition of organizational culture is the way we see and do things
around here. Though tradition, history and structure, organization build up their own
culture. Culture therefore gives an organization a sense of identity who we are,
what we stand for, what we do. It determines through the organization, legend,
rituals, beliefs, meaning, values, norms, systems, symbols, language and habits the
way in which things are done around here.
Overtime, the organization will develop norms i.e. established expected behavior
patterns within the organization. A norm is an established behavior pattern that is
part of a culture. The culture of an organization determines how well your business
will do.
Culture involves a learned set of behaviors that is common knowledge to all the
participants. Culture also talks about individuals in a group sharing patterns of
behavior.
Based on research it is generally accepted that culture defines the core values,
assumptions, interpretation and approaches that characterize an organization.
Organizational culture affects the way people and groups interact with each other
with clients and with stakeholders.
Ravasi and Schultz (2006) states that organizational culture is a set of shared
mental assumptions that guide interpretation and actions in organization by defining
appropriate behavior for various situations. Organization culture refers to culture in
an type of organization be it school, university, non-profit groups, government
agencies or business entities.
Organizational culture is shaped by multiple factors including the following:
External environment
Industry
Size and nature of the organizations work force
Technologies the organization uses
The organizations history and ownership
The biggest challenge for any organization may be to change its culture, as the
employees are already accustomed to a certain way of doing things. The focus of
corporate culture is on maintaining strong relationship with external parties. In this
instance, the strategy is to attain competitive advantage over the competition.
In business, terms such as corporate culture and company culture are sometimes
used to refer to a similar concept. Although the idea that the term became known in
business in the late 80s and early 90s in widespread, infact corporate culture was
already used by managers and addressed in sociology, cultural studies and
organizational theory in the beginning of the 80s.
The ideas about the cultural and overall environment are characteristics of
organization. Infact, it was first and similarly approached with the notion of
organizational climate in the 60s and 70s and the terms now are somewhat
overlapping.
All organization either large or small have cultural composed of shared values,
beliefs and societal norms. Shared values refer to importance the organization
attaches to product quality, customer service and treatment of employees. Beliefs
are the ideas that the people in the organization hold about themselves and the
firm. Lastly, norms are also the unwritten rules that guide interactions and
behavious. Oftentimes, cultures can be critical factor in competitive success.
Culture facilitates motivation, commitment and the development of people. A
positive, cohesive corporate culture can create an environment that employees are
reluctant to leave, an experience for customers that is unique in the industry and
has contributed to profitability.
1.2
PROBLEM STATEMENT
Corporate organizations are often out to attract attention in such a way as it align
with stated objectives. However, potential customers are often not satisfied. The
reason adhered to this is inability to distinguish various original products. This lack
distinction often made the customers to conclude that all product/organization are
the same. Lack of clear identity erodes the confidence of the populace in corporate
organization to this end, a distinct culture that spelt out norms, value and
fundamental rules and regulation as regard carrying out organizational activities is
essential in order to serve a niche/image for potential trial blaisser. Therefore, the
research is centered on identifying impact of organizational culture on the image of
the organization and how it can enhance organization performance, growth and
survival.
1.3
OBJECTIVES/ PURPOSE OF STUDY
It is known that no research is ever carried out for its own sake but for what it is
ascertained and aimed at. This study shall be very useful to company of study and
other related companies producing similar or related product. The objectives
include:
To assess the effect of corporate culture on customers perception of
organizational activities.
To determine if Corporate cultures are critical factor in competitive
success
or not
To assess the impact corporate culture on individual and group interaction.
To determine if culture is capable of promoting healthy competition at
workplace.
To determine if corporate culture enhance employees motivation and
commitment.
To determine whether Organizational cultural values are incongruous with

changing environment
To determine the effects of corporate culture in enhancing organizational
growth and survival.
To determine whether corporate culture improves internal working system of
an organization
1.4
RESEARCH QUESTIONS
Can organizational culture enhance organizational growth and survival?

To what extent does Organizational culture affect individual and group
interaction and behaviour?
Does corporate culture affect customers perception of organizational
activities?
Can corporate culture improve internal working system of an organization?
Can corporate culture enhance employees motivation and commitment?
Does Organizational cultural values incongruous with changing environment?
Can a positive cohesive corporate culture create an environment that
employees are reluctant to leave?
Can corporate culture influence customers brand switching the quality of
product delivery?
1.5
RESEARCH HYPOTHESIS
Hypothesis is defined as conjectural statement that shows the relationship between

two or more variables that is, dependent and independent variables.
The dependent variable is corporate culture while the independent variable is

organizational performance.
HYPOTHESIS 1
Ho:
corporate culture and organizational growth and survival are not related
Hi:
corporate culture and organizational growth and survival are related
HYPOTHESIS 11
Ho:
corporate culture does not improve the internal working system of an
organization.
Hi:
corporate culture improves the internal working system of an organization
1.6
SCOPE AND DELIMITATION OF STUDY
The study shall be very useful to the company used as case study and other
organizations producing similar or related products.
The study has the potential of helping the management on how to create
environment suitable for employees willing to accept the organizational culture,
norms, principles, fundamental, rules and regulation.
Therefore, the study shall focus on the influence of corporate policy, value and
practice on the survival of an organization.
1.7.
LIMITATION OF THE STUDY
The scope of the study is definitely wide and the study shall descriptively
cover the entire areas of corporate cultures.
However, the study is limited to the following factors:
*
Financial Impediment: The study of the nature requires huge amount

of money which might be expensive to independent researcher.
Time Constraint: The time allocated for the study is definitely short and
this will affect the project completion time since the study is been
conducted within proximate environment.
Total Coverage: The coverage of this project will affect the

generalization of the study since the study is limited to the company
used as case study.
1.8
DEFINITION OF TERMS
CULTURE: is the characteristic of a particular group of people, defined by

everything from Language, Religion, Cuisine, Social Habits, Music and Art.
PERFORMANCE: The accomplishment of a given task measured against
preset known standards of accuracy, completeness, cost and speed.
BEHAVIOUR: A response of an individual or group to an action, environment,
person or stimulus.
ORGANIZATION: A social unit of people that is structured and managed to
meet a need or to pursue collective goals.
SERVICE: A valuable action, deed or effort performed to satisfy a need or to
fulfill a demand.
REFERENCE
Asika N (1991) Research Methodology in Behavioral science, Longman publisher

Fagbohunghe B O (1996) Research Method in Nigeria, Lagos Adeola printing press
CHAPTER TWO
LITERATURE REVIEW
2.1
CONCEPTUAL ISSUES AND FRAMEWORK
Organizational culture is the set of shared, taken for granted implicit as

assumptions that a group holds and that determines how it perceives, thinks about
and reacts to its various environments. This definition highlights three important
characteristics of organizational culture. First, organizational culture is passed on to
new employee through the process of socialization. Secondly, organizational
culture influences our behavior at work. Finally, organization culture operates at
different levels.
A CONCEPTUAL FRAMEWORK FOR UNDERSTANDING ORGANIZATIONAL

CULTURE
Antecedents
Organizational culture
Founders Values
Industry & business
environment
National Culture
Senior Leaders Vision
And Behaviours
Observable Artifacts
Espoused Values
Basic Assumptions
Group and Social Processes
Collective attitudes and

behaviours
Socialization
Mentoring
Decision Making
Communication
Influence and Empowerment
Work attitude
Job satisfaction
Motivation
Organizational Structures
and Processes
Reward
Systems
Organizational Designs
Organizational outcome
Effectiveness
Stress
Leadership
The diagram show the conceptual framework for reviewing the widespread impact
organizational culture has on organizational behavior. It also shows linkage
between the culture, socialization and mentoring and other key topics.
Organizational cultures influences the type of organizational structure adopted by a
company and a host of practices, policies, characteristics that affects a variety of
group and social processes.
2.2
LAYERS OF ORGANIZATIONAL CULTURES
To gain a better understanding of how organizational culture is formed and used by

employees, it is important we discuss the layers of organizational culture. The three
fundamental layers of organizational cultures includes:
Observable Artifacts
Espoused Values
Basic Assumptions
OBSERVABLE ARTIFACTS: At the more visible level culture represents

observable artifacts. Artifacts consist of the physical manifestation of an
organizations culture. Organizational examples includes acronyms, manner of
dress, awards, myths and stories told about the organization, published list of
values, observable rituals and ceremonies, special parking spaces, decorations and
so on. This level also includes visible behaviours exhibited by people and group.
Artifacts are easier to change than the less visible aspects of organizational culture.
ESPOUSED VALUES: Values possess five components
1. Concepts or beliefs
2. Pertain to desirable end states or behaviours
3. Transcend situations
4. Guide selection or evaluation of behavior and events
5. Ordered by relative importance
It is important to distinguish between values that are espoused versus those that
are enacted.
a. Espoused Values: It represents the explicitly stated values and norms that are
preferred by an organization.
b. Enacted Values: Represents values and norms that actually are exhibited or
converted into employees behaviours.
3. BASIC ASSUMPTIONS: Basic underlying assumptions are unobservable and
represents the core of organizational culture. They constitute organizational values
that have become so taken for granted overtime that they become assumptions that
guide organizational behaviours
2.3
TYPES OF ORGANIZATIONAL CULTURES
Constructive Culture
Passive Defensive Culture
Aggressive Defensive Culture
CONSTRUCTIVE CULTURE: Is one in which employees are encouraged to
interact with others and to work on tasks and projects in ways that will assist them
in satisfying their needs to grow and develop. This type of culture endorses
normative beliefs associated with achievement, self-actualizing, humanisticencouraging and afflictive.
2.
PASSIVE DEFENSIVE CULTURE: Is characterize by an overriding beliefs
that beliefs that employees must interact with others in ways that do not threaten
their own job security.
2.4
HOW CULTURES ARE EMBEDDED IN ORGANIZATION
Organizational members teach each other about the organizations preferred

values, expectations and behaviours. This is accomplished by using the following:
Formal statements of organizational philosophy, mission, vision, values and

materials used for recruiting, selection and socialization.
The design of physical space, work environments and environments and

buildings.
Slogans, language, acronyms and sayings for example Bank one promotes
its desire to provide excellent client service through the slogan Whatever it
takes employees are encouraged to do whatever it takes to exceed
customers expectation.
Deliberate role modeling, training programs, teaching and coaching by

managers and supervisors
Explicit rewards, status symbols and promotion criteria.
Stories, Legends or myths about key promotion and events.
2.5
WHERE ORGANIZATION CULTURE COMES FROM/ORIGINATE
The taproot of organization culture is the organizations beliefs and philosophy

about how its affairs ought to be constructed. The reason why it does things the
way it does. A company culture is manifested in the values and business principles
that management preaches and practices, in its ethical standards and official
policies, in its stakeholders relationship (especially in dealing with employees,
unions, stockholders, vendors and communities in which it operates), in the tradition
and organization maintains, in its supervisory practices, in employees attitudes and
behaviours, in the peer pressure that exists in the organization politics and the
vibrations that permeate the work environment. All these sociological forces, some
of which operate quite subtly, combine to define an Organizations culture.
Beliefs and practices that become embedded in a companys culture can originate
anywhere: from one influential individual, work group, department or division, from
the bottom of the organizational hierarchy or the top. A set of principle which the
organization should rigidly adhere to , company policies, a vision, a business
strategy, or a combination of these. A companys culture is a product of internal
social forces. It represents an interdependent set of values and behavioural norms
that prevails across the organization.
However, even stable cultures arent static. Crises and new challenges evolve into
new ways doing things. Arrival of new leaders and turnover of key members often
spawn new or different values and practice that alter the culture. Diversification into
new businesses, expansion into different geographical areas, and rapid growth that
adds new employees can all cause culture to evolve.
2.6
DECIPHERING ORGANIZATIONAL CULTURE THROUGH ARTIFACTS
We decipher organizational culture indirectly through artifacts. Artifacts are the

observable symbols and signs of an organizations culture, such as the way visitors
are greeted, the organizations physical layout and how employees are rewarded.
Some experts suggest that these artifacts are the essence of organizational culture,
whereas others view artifacts as symbols or indicators of culture.
Artifacts are important because they reinforce and potentially support changes to an
organization culture. The organizational artifacts include:
Organizational stories and legends
Rituals and ceremonies
Organizational language
Physical structure and symbol.
ORGANIZAIONAL STORIES AND LEGENDS:
Stories permeate using strong organizational cultures. Some tales recount heroic
deeds by employees, other ridicule past events that deviated from the firms core
values. These stories and legend serve as powerful social prescription of the way
things should not be done. These stories also creates emotions in listeners, which
tends to improve their memory of the lesson within the stories.
RITUALS AND CEREMONIES:
Rituals: are the programmed routines of daily organizational life that dramatize on
organizations culture. They include how visitors are greeted, how often senior
executives visit subordinates, how people communicate with each other, how much
time employees take for lunch and so on.
Ceremonies: Are planned activities conducted specifically for the benefits of an
audience. This includes publicly rewarding employees or celebrating the launch of
an a new product.
ORGANIZATIONAL LANGUAGE:
The language of the workplace speaks volumes about the companys culture. How
employees address co-workers, describe customers, express anger and greet
stakeholders are all verbal symbols of cultural values.
PHYSICAL STRUCTURES AND SYMBOLS:
The size, shape, location and age of buildings might suggest a companys
emphasis
on teamwork, environmental friendliness, flexibility or any other set of values.
Even if the building doesnt make much of a statement there is a treasure trove of
physical artifacts inside. Desks, chairs, office space, and wall hanging are just a few
items that might convey cultural meaning.
2.7
STRATEGIES TO MERGE DIFFERENT ORGANIZATIONAL CULTURES
Two companies may form a workable union if they apply the appropriate merger
strategy. The four main strategies for merging different corporate culture are:
Assimilation
Deculturation
Integration
Separation
ASSIMILATION: It occurs when employees at the acquired company willingly
embrace the cultural value of the acquiring organization. This strategy works best
when the acquired company has a weak, dysfunctional culture, whereas the
acquiring companys culture is strong and aligned with the external environment.
DECULTURATION: Employees usually resist organizational change, particularly
when they are asked to throw away personal and cultural values. Under these
conditions some acquiring companies apply a deculturation strategy by imposing
their culture and business practices on the acquired organization.
INTEGRATION: Combining the culture into a new composite culture that preserves
the best features of the previous one. Integration is slow and potentially risky
because many forces preserve the existing culture. Integration also works best
when people realize that their existing cultures are in effective and are therefore
motivated to adopt a new set of dominant values.
SEPERATION: A separation strategy occurs if the merging companies agree to
remain distinct entities with minimal exchange of culture or organizational practice.
This strategy is most appropriate when the two merging companies are in unrelated
industries or operates in different countries.
2.8 ELEMENTS OF ORGANIZATIONAL CULTURE
People and empowerment focused
Value creation through innovation and change
Attention to the basics
Hands-on management
Doing the right thing
Freedom to grow and to fail
Commitment and personal responsibility
Emphasis on the future
2.9
ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT BY KIM
CAMERON AND ROBERT QUINN (1999)

They made a research on organizational performance, effectiveness and success.
Based on the competing value framework, they developed the organizational
culture assessment instrument that distinguishes four culture type. Competing
values prochoice polarities like flexibility vs. stability and internal vs. external focus.
These two polarities were found to be most important in defining organizational
success. The polarities construct a quadrant with four types of culture:
Clan culture (Internal focus and flexible) A friendly workplace where leaders
act like father figure
Adhocracy culture (External focus and flexible) A dynamic work place with
leaders that stimulate innovation.
Market culture (External focus and controlled) A competitive workplace with
leaders like hard drivers
Hierarchy culture (Internal focus and controlled) A structured and
formalized workplace where leaders act like coordinators.
2.10 COMMON MODELS OF CORPORATE CULTURE

Two common models and their associated measurement tools have been
developed by O Reilly et al and Denison.
O Reilly, Chatman & Caldwell (1991) developed a model based on the belief that
cultures can be distinguished by values that are reinforced within organizations.
Their organizational profile model (OCP) is a self reporting tool which makes
distinctions according seven categories: - Innovation, Stability, Respect for people,
Outcome orientation, Attention to Detail, Team orientation, and Aggressiveness.
The model is also suited to measure how organizational culture effects
organizational performance, as it measures most efficient persons suited in an
organization and as such organizations can be termed as good organization
culture. Employee value are measured against organizational values to predict
employee intention to stay, and predict turnover.
DENISON, HAALAND AND GOELZER (2004)
They found that culture contributes to the success of the organization, but not all
dimensions contribute the same. It was found that the impacts of these dimensions
differ by global regions, which suggest that organizational culture is impacted by
National Culture. Additionally, Clarke (2006) found that a safety climate is related to
all organizations safety record.
Organizational culture is reflected in the way people perform tasks, set objectives
and administer the necessary resources to achieve objectives. Culture affects the
way individuals make decisions, feel and act in response to the opportunities and
threats affecting the organization.
Although little empirical research exists to support the link between organizational
culture and organizational performance, there is little doubt among experts that this
relationship exists. Organizational culture can be a factor in the survival of failure of
an organization. Although this is difficult to prove considering the necessary
longitudinal analysis are hardly feasible.
STANLEY G. HARRIS (1994)
Argues that five categories of in-organization schemata are necessary for
organizational culture:1.
Self Organization Schemata A persons concept of oneself within the

context of the organization including her/his personality, roles and
behavior.
2.
Person-in-organization Schemata A persons memories, impressions

and expectations of other individuals within the organization.
3.
Organization Schemata A subset of person schemata, a persons

generalized perspective on others as a whole in the organization.
4.
Object/Concept In Organization Schemata Knowledge an individual

has of organizations aspects other than of other persons.
5.
Event-in-organization Persons knowledge of social events within an

organization.
According to KOTTER AND HESKETT (1992)

Organizations with adaptive culture perform much better than organizations with
unadaptive cultures. An adaptive culture translates into organizational success;
it is characterized by managers paying close attention to all of their
constituencies, especially customers, initiating change when needed and taking
risks. An unadaptive culture can significantly reduce a firms effectiveness,
disabling the firm from pursuing all its competitive/operational options.
EDGAR SCHEIN (1992)
Culture is the most difficult organizational attribute to change, outlasting
organizational products, services, founders and leadership and all other physical
attributes of the organization. His organizational model illuminates culture from
the standpoint of the observer, described by three cognitive levels of
organizational culture.
At the first and most cursory level of scheins model is organizational attributes
that can be seen felt and heard by the uninitiated observer collectively known as
artifacts. Included are the facilities, offices, furnishings, visible awards and
recognition, the way that its members dress, how each person visibly interacts
with each other and with organizational outsiders and even company slogans,
mission statement and other operational creeds.
According to Schein, organizational culture is shaped by multiple factors
including the following:1. External environment
2. Industry
3. Size and nature of the organizations workforce
4. Technologies the organization uses
5. The organizations history and ownership
2.11 CONSTRUCTIVE CULTURES

Constructive cultures are where people are encouraged to be in communication
with their co-workers, as work as teams, rather than only as individuals. In position
where people do a complex job, rather than something simple like a mechanic one,
this sort of culture is an efficient one.
1.
Achievement Completing a task successfully, typically by effort, courage, or
skill based on the need to attain high quality results on challenging projects.
2.
Self actualizing Realization or fulfillment of ones talent and potentialities.
3.
Humanistic Encouraging Help others to grow and develop Reflects an
interest in the growth and development of people, a high positive regard for them
and sensitivity to their needs.
Organizations with constructive cultures encourage members to work to their full
potential, resulting in high levels of motivation, satisfaction, teamwork, service
quality and sales growth.
Constructive norms are evident in environments where quality is valued over
quantity, creativity is valued over conformity, cooperation is believed to lead to
better results than competition, and effectiveness is judged at the system level
rather than the component level.
2.12 CONCEPT OF PERFORMANCE
Performance management system as a communications system designed to help
employees succeed. It is directed by managers and supervisors but require active
participation by employees. The performance management system ensures that
employees: Are aware of their principal job functions,
Understand the level of performance expected,

Receive timely feedback about their performance,
Have opportunity for education, training and development, and
Receive performance ratings and rewards in a fair and consistent manger.
Performance appraisal information is one consideration in making other personnel

decisions such as promotions, performance based disciplinary actions, proposed
personnel actions must be consistent with overall evaluations. Although there is a
relationship between performance appraisals and determining employee eligibility
for performance based salary increases and bonuses, the systems primary focus
is on managing employee performance towards the successful achievement of
expectations set forth in the employees work plan coverage.
The performance management system applies to all permanent employees who are
regularly scheduled to work 20 hours or more each work week. Performance meets
the defined job expectations and in many instances, exceeds job expectation. The
employee generally is doing a very good job. Performance that exceeds
expectation is due to the effort and skill of the employee. Lapses in performance
are due to the employees lack of effort or skills.
2.12 CULTURE THEORY
Culture theory is the branch of comparative anthropology and semiotics that seeks
to define the heuristic concept of culture and operational and/or scientific terms.
In the 19th century, culture was used by some to refer to a wide array of human
activities, and by others as a synonym for civilization. In the 20 th century,
anthropologists began theorizing about culture as an object of scientific analysis.
Some used it to distinguish human adaptive strategy from the largely instinctive
adaptive strategies of animals, including the adaptive strategies of other primates

and non-human hominids, whereas others used it to refer to symbolic
representations and expressions of human experience, with no direct adaptive
value. Both groups understood culture as being definitive of human nature.
According to many theories that have gained wide acceptance among
anthropologists, culture exhibits the way that human interpret their biology and their
environment. According to this point of view, culture becomes such an integral part
of human existence that it is the human environment, and most cultural change can
be attributed to human adaptation to historical events. Moreover, given that culture
is seen as the primary adaptive mechanism of humans and takes place much faster
than human biological evolution, most cultural change can be viewed as culture
adapting to itself.
STRONG / WEAK CULTURE
Strong culture is said to exist where staff respond to stimulus because of their
alignment to organizational value. In such environment, strong cultures help firm
operates like well-oiled machines, engaging in outstanding execution with only
minor adjustment to existing procedure as needed.
Conversely, there is weak culture where there is little alignment with organizational
values, and control must be exercised through extensive procedures and
bureaucracy. Research shows that organization that foster strong cultures have
clear values that give employees a reason to embrace the culture. A strong
culture may be especially beneficial to firms operating in the service sector since
members of these organizations are responsible for delivering the service and for
evaluations of important constituents make about firms.
Research indicates that organization may drive the following benefits from
developing strong and productive culture: It aligns the company towards achieving its vision, mission and goals,
High employee motivation and loyalty,
Promoting consistency and encouraging coordination and control within the
company,
Shaping employee behaving at work, enabling the organization to be for
efficient.
Where culture is strong, people do things because they believe it is the right thing to
do.
2.13 HEALTHY ORGANIZATIONAL CULTURES
Organizations should strive for what is considered a healthy organizational culture
in order to increase productivity, growth, efficiency and reduce counter-productive
behavior and turnover of employees. A variety of characteristic describe a healthy
culture including:
Acceptance and appreciation for diversity,
Regard for and fair treatment of each employee as well as respect for each
employees contribution to the company.
Employee pride and enthusiasm for the organization and the work performed.
Equal opportunity for each employee to realize their full potential within the
company.
Strong communication with an employees regarding policies and company
issues.
ability to compete in industry innovation and customers service, as well as
price.
Investment in learning, training, and employee knowledge.
Additionally, performance oriented cultures have been shown to possess

statistically better financial growth. Such cultures possess high employee
involvement,
strong
internal
communications
and
an
acceptance
and
encouragement of a healthy level of risk taking in order to achieve innovation.

2.14 DEFINITIONS OF ORGANIZATIONAL/CORPORATE CULTURE
1.
Culture is the set of important understandings (often unstated) that members
of a community shares in common (Sathe 1985).

2.
Culture is a set of understandings or meanings shared by a group of people.
The meaning is largely tacit among the members, are clearly relevant to a particular
group, and are distinctive to the group. (Louis 1985).
3.
A standard definition of culture would include the system of values, symbols,
and shared meaning of a group including the embodiment of these values, symbols
and meaning into material objects and ritualized practices. (Sergiovanni and
Corbally, 1984).
4.
Culture is the pattern of shared values and beliefs that give members of an
instruction meaning and provide them with the rules for behavour in their
organization (Davis, 1984)
5.
Culture does not necessarily imply a uniformity of values. Indeed quite
different values may be displayed by people of the same culture. In such an

instance, what is it that holds together the members of the organization. (Feldam,
1991)
2.15 CULTURES AS A SYMBOL
Another way to look at culture is through the symbols in which culture is manifest.
Some symbols are obvious, some less so. The obvious or high-profile symbols
are those designed to create an external image: the mission statement, the logo,
the annual report, the corporate dress code, the head office architecture. The low
profile symbols are those less tangible manifestations of what actually goes on
inside an organization in order to get work done.
Low profile symbols were studied by Trice and Beyer (1984), who suggest that they
can be divided into four categories: practices, communications, physical forms and
a common language.
PRACTICES These are the rituals, rites and ceremonies of the organization, and
they take many forms. Rituals for making tea or coffee, departments or work group
outing for meals and drinks; the annual office party, long service award
ceremonies etc.
COMMUNICATION These are the stories, myths, sagas, legends, folktales,
symbols and slogans that are circulated in organizations. These stories are told and
retold by members of the organization and come to influence behavior. These
myths and legends illustrate the preferred way of performing and become goals to
aim for.
PHYSICAL FORMS Low profile symbols of an organization culture manifest
themselves in many physical ways. Examples include the appearance and location
of the building, open plan or individual offices, posters or art work on walls, a single
restaurant or an office canteen for most employees, suits or casual attire, the
furniture.
COMMON LANGUAGE Jargon is common to many organization. It is a
convenient shorthand form of communication, but it also affects behaviour.
2.16 IMPACT
OF
ORGANIZATIONAL
CULTURE
ON
ORGANIZATION
PERFORMANCE
It helps to manifest or understands in the ways the organization conducts its
business, treats its employees, customers, and the wider community.
It helps to manifest the extent to which autonomy and freedom is allowed in
decision making, developing new ideas and personal expression.
Culture helps drive business results, but it takes a cultural audit to
differentiate which elements of the culture can lead to superior performance.
When there is high organizational culture, it can lead to motivation of
employees to increase their productivity.
Organizational culture determines how power and information flows through
its hierarchy.
Organizational culture has a powerful effect on the performance and long
term effectiveness of organization.
Culture defines the core values, assumptions, interpretations and approaches
that characterize an organization.
Organizational framework is useful in helping to organize and interpret a wide
variety of organizational phenomena.
Strong company alignment towards goal achievement.
It ensures high employee morale.
2.17 WHY IS CULTURE SO IMPORTANT TO AN ORGANIZATION?
Edgar Schein, an MIT professor of management and author of organizational
culture and leadership. A dynamic view, suggests that an organizations culture
develops to help it cope with its environment.
Today, organizational leaders are confronted with many complex issues during their
attempt to generate organizational achievements in VUCA environments. A leaders
success will depend, to a great extent, upon understanding organizational culture.
Schein contends that many of the problems confronting leaders can be traced to
their inability to analyze and evaluate organizational culture. Many leaders, when
trying to implement new strategies or a strategic plan leading to a new vision, will
discover that their strategies will fail if they are inconsistent with the organizations
culture.
A CEO, SES, political appointee, or flag officer who comes into an organization
prepared to shake the place up and institute sweeping changes, often
experiences resistance to changes and failure. Difficulties with organizational
transformations arise from failures to analyze an organizations existing culture.
Culture is deep seated and difficult to change. But leaders can influence or manage
an organizations culture. It isnt easy, and it cannot be done rapidly but leaders can
have an effect on culture. Schein outlines some specific steps leaders can employ:What leaders pay attention to measure and control
Something simple as what is emphasized or measured, overtime, can have an
effect on an organizations culture. One example of this is an emphasis on form
over substance. If leader pay more attention to form, an organizational culture can
develop where people start to believe that the substance of a recommendation is
less important than the way it is presented.
Leader reactions to critical incidents and organizational crises
The way leaders react to crises says a lot about the organizations values, norms
and culture. Crises, by their nature, bring out the organizations underlying core
values. Reactions to crises are normally highly visible, because everyones
attention is focused on the incident or situation. If the crisis threatens the survival of
the organization, this increases the potential for either reinforcing the existing
culture or leading to change in the culture. Such crisis can provide an opportunity
for a leader to influence the organizations culture in either a positive or a negative

way.
Deliberate role modeling teaching & coaching
The personal example of a strategic leader can send a powerful message to the
members of an organization, particularly if it is ethical and consistent. Reinforcing
that example with teaching and coaching will help others to internalize the desired
values.
Criteria for allocation of rewards and status
The consequences of behavior what behavior is rewarded and what is punished
can significant influence culture.
Criteria
for
recruitment,
selection,
promotion,
retirement
and
excommunication
One of the powerful ways of changing an organizations culture is through the type
of people brought into, retained and advanced in the organization.
Organizational design and structure
Modifying the organizations basic structure may be a way of changing the existing
norms, and hence the culture.
Organizational systems and procedures
The simplest definitions of culture is that is the way we do things around here.
Routines or procedures can become so embedded that they become part of the
culture, and changing the culture necessitates changing those routines.
Design of physical space, facades, and building
The impact of the design of buildings on culture can easily be illustrated by
considering the executive perks in an organization.
2.18 KEY ELEMENT OF ORGANIZATIONAL CULTURE

Culture is something which is create and resides in the minds of people. The
elements of organizational culture are a set of shared values and norms that control
members interactions with one another and with outside stakeholders such as
customers and suppliers. The key elements include: Physical Artifacts These are the tangible manifestations and key elements
of organizational culture. If you visit different organizations, you will notice
that each is unique in terms of its physical layout, use of facilities.
Language, Jargons and Metaphors While language is a means of
universal communication, most business houses tend to develop their own
unique terminologies, phrases and acronyms.
Stories, Myths and Legends They epitomize the unwritten values and
morals of the organizational life
Ceremonies and celebrations
Behavioural Norms They describe the nature of expectations which
impinge on the members behavior. Behavioural norm determines how the
members will behave, interacts and relates with each other.
Shared Beliefs and Values All organizations have their unique set of basic
beliefs and values.
2.19 MAIN
CHARACTERISTICS
THAT
THE
ORGANIZATION
CULTURE
DEFINES INCLUDES: The degree to which innovation and risk taking behavior is accepted and
valued.
The degree to which employees are expected to pay attention to details in
performance of their work.
The degree to which management focuses on the results produced rather
than adherence to systems and procedures.
Degree to which people and people aspect of any situation is taken into
consideration in decision making.
The degree to which work is organized around teams of people rather than
individuals.
The degree to which aggressive and competitive bahaviour is accepted and
appreciated.
The relative emphasis placed on maintenance of status quo versus growth.
2.20 EMPIRICAL FRAMEWORK OF ORGANIZATIONAL CULTURE
Organizational culture is described by Robbins & Coulter as the shared values,
beliefs, or perceptions held by employees within an organization or organizational
unit. Because organizational culture reflects the values, beliefs and behavioural
norms that are used by employees in an organization to give meaning to the
situation that they encounter, it can influence the attitudes and behavior of the staff.
Understanding the organizations core values can prevent possible internal conflict
which is the main reason for our research into these cultural issues.
In other management fields, empirical research of organizational culture has
involved the functionalist perspective, providing impressive evidence of the role of
organizational culture in improving performance. The pervasiveness of an
organizational culture requires that management recognize its underpinning
dimensions and its impact on employee related variables, such as job satisfaction,
organizational commitment and performance.
Lund believed that less research was on the relationship between organizational
culture and job satisfaction within the research topic of organizational culture and
outcome. The organization consists of the staff, with the behavior of its individual
members affecting outcomes.
A two-dimensional model of leadership that focuses on the concern for people and
production has been used for many years in organizational research. In the late
1970s, leadership research started focusing on behavior within organizational
change and development. Leadership implies authority in the broadest sense of the
word and not simply the power to wield the stick. It is based on objective factors,
such as managerial ability, and more subjective characteristics that include
personal qualities of the leaders. The factors are of even greater importance given
the current emerging culture of the nurse who has a clear and assertive vision
about the nature of clinical practice.
Berson & Linton discovered that within the research and development and
administrative environments, leadership behavior of a manager is closely related to
work satisfaction of the employees. Nielson et al have stated that leadership
behavior and job satisfaction will depend on the organizational context; therefore
another objective of this research was to understand how the leadership behavior of
the administrator in different organizational cultures affect job satisfaction.
2.21
RELATIONSHIP
BETWEEN
ORGANIZATIONAL
CULTURE
AND
LEADERSHIP BEHAVIOUR
Culture is socially learned and transmitted by members; it provides the rules for
behavior within organization. The definition of organizational culture is of the belief
that can guide staff in knowing what to do and what not to do, including practices,
values and assumptions about their work. The core values of an organization begin
with its leadership, which will then evolve to a leadership style. Subordinates will be
led by these value and the behavior of leaders, such that the behavior of both
parties should become increasingly in line. When strong unified behavior, values
and beliefs have been developed, a strong organizational culture emerges. Leaders
have to appreciate their function in maintaining an organizations culture. This
would in return ensure consistent behavior between members of the organization,

reducing conflicts and creating a healthy working environment for employees.
RELATIONSHIP
BETWEEN
ORGANIZATIONAL
CULTURE
AND
JOB
SATISFACTION
Organizational culture expresses shared assumptions, values and beliefs, and is
the social give holding an organization together. A strong culture is a system of
rules that spells out how people should behave. An organization with a strong
culture has common values and codes of conduct for its employees, which should
help them accomplish their missions and goals. Work recognition and job
satisfaction can be achieved when employees can complete the tasks assigned to
them by the organization.
REFERENCES
Karina Nielson, Yarker Joanna, Brenner Stenolof, Randall Raymond, Borg Vilhelm:
The Importance of Transformational Leadership Style for well-being of employees.
William, D.P Jr. (1982): Measuring the performance of industrial sales people
Journal of business research. Vol. 10.
Ravasi, D. Schutz M (2006): Responding to organizational identity threats:
Exploring the role of organizational culture.
Zhang, Xibao (2009): Values, expectation, Ad Hoc rules and culture emergencies in
international cross. New York
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
RESEARCH DESIGN
Research design as a frame work for conducting the research project for the
purpose of obtaining the required information that are necessary in solving
identified problem in research. It involves the determination of a suitable method of
gathering information about a phenomenon.
The research design adopted for the study was the survey design which was done
through the administration of questionnaires.
The questionnaires were administered to the employees of the organization used
for the study in order to generate required information.
3.4
POPULATION OF THE STUDY
Population is regarded as the total number of respondents penciled down for the
study which form the basis for generalization since the study cannot involve the
entire population.
However, the population consists of the members of staff of first bank plc. The
company staff strength is above 6700 spread across all branches in Nigeria.
3.5
SAMPLE SELECTION/SIZE
Sample size is the number of unit selected as a representative of a population.

Sampling involves systematically choosing a limited number of units to represent a
total population. Simple random sampling method is selected because of the cost
and time minimization. A sample of 200 respondents was therefore selected at
random.
3.4
SAMPLING TECHNIQUES
The Sampling design used for the study was probability sampling in which all the
elements within a defined population have equal chance of being selected with bias
for randomization in order to get the responses of the respondents on the issues of
concern. Simple random sampling method was used because the selection of any
items does not preclude the selection of any other items for inclusion in the
population sample.
3.5
INSTRUMENTATION
Collection of data is a very crucial step in research process. Findings cannot be

validated without appropriate data. In the research work, the main instrument for
data collection is questionnaire. Questionnaire is used in order to include only items
that measure the variables of the research interest.
The questionnaire will facilitate the test of the research hypothesis and answered
research questions. The questionnaire will be designed for the members of the
company used as case study.
The questionnaire shall comprise of section A and
B. section A dealt with respondents bio-data while section B death with questions
on dependent and independent variables.
3.6 VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENT

In assessing the validity of the questionnaire used for gathering information from
the respondents, a pilot test will be conducted and validated in the process; and
then a sample of 200 respondents from the entire population is drawn and the
questionnaires administered on them. However, the study shall be tested for
reliability at 0.05% level of significance to show the correlation between

independent and dependent variables.
Pilot study will be conducted as a pre-test of the study. This is to ensure the
adequacy of the instrument to provide sufficient information for answering research
questions and testing of hypothesis.
3.7
ADMINISTRATION OF INSTRUMENT
The questionnaire, which forms the research instrument were administered to the
respondents during the official working hours. A total of two hundred questionnaires
were administered to the staff of the organization used as a case study and it is
administered with bias for gender, status in the organisation and years of
experience.
The researcher will administer the questionnaire and ensure that they were properly
filled and returned on time for the purpose of interpretation and evaluation in order
to avoid bias and manipulation of data.
3.8
PROCEDURE FOR DATA ANALYSIS
The data generated in the course of study shall be analyzed via simple percentage
while the hypothesis shall be tested with the of chi-square statistical analysis.
The formula for chi-square (x2) test statistics is written below.
X2 = F E(fo-fe)2
Fe
Where Fo = Frequency Observed
Fe = Frequency Expected
E = Summation
X2 = Chi- Square
3.9
Decision rule
The decision rule stipulated that alternative hypothesis should be accepted if the
calculated value is greater than the table value and reject null hypothesis and vicevisa.
REFERENCES
Asika N (1991) Research Methodology in Behavioral science, Ibadan. Longman

publisher
Fagbohunghe B O (1996) Research Method in Nigeria, Lagos Adeola printing

press
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1. INTRODUCTION
The purpose of this chapter is to analyze the data collected so as to facilitate

verification and authenticity of the hypothesis that were stated earlier on. It must be
noted that out of two hundred questionnaires distributed to the respondents out of
which one hundred and seventy questionnaires were effectively filled and returned.
4.2. ANALYSIS OF RESPONDENTS BIO-DATA

Table 4.2. SEX DESTRIBUTION OF RESPONDENTS
RESPONSES
CODE
FREQUENCY
PERCENTAGE
MALE
90
53
FEMALE
80
47
170
100
TOTAL
Sources: Field survey
The table shows that 90 respondents are males while 80 respondents are females
representing 53% & 47% respectively. This means that the number of male staff
outweigh the number of the female staff. This shows the Gender sensitivity in the
place of study and of the research work.
Table 4.2(2) AGE DISTRIBUTION OF RESPONDENTS
RESPONSES
CODE
FREQUENCY
PERCENTAGE
21-30
43
25
31-40
70
41
41yrs and above
57
34
170
100
Total
The above table shows that 43 respondents are within the age bracket of 21-30
years, 70 respondents are between 31-40 years, while 3 respondents are 41 years
and above representing 25%, 41% and 34% respectively. This indicates that the
majority of the respondents are within the age bracket of 31-40years of age. This
represents the average working age that justifies the effective workforce in
organizations. In essence, the organization is equipped with agile and productive
labour force
Table 4.2(3) MARITAL STATUS OF RESPONDENTS

RESPONSES
CODE
FREQUENCY
PERCENTAGE
SINGLE
66
39
MARRIED
104
61
170
100
TOTAL
The above table shows that 66 respondents are single while 104 respondents are
married representing 67% and 33% respectively. It shows that the majority of the
staff is married and this justifies that one can place reliance on their responses on
the issue.
TABLE 4.2(4) ORGANIZATIONAL STATUS
RESPONSE
CODE
FREQUENCY
PERCENTAGE
Junior
25
15
Senior
95
56
Management
50
29
170
100
Total
The table reveals that 25 respondents are junior staff, 95 respondents are senior
staff while 50 respondents are management staff representing15%, 56% and 29%
respectively. The majority of the respondents are in the junior and senior staff cadre
who are mostly affected by the issue of change in organization.
TABLE 4.2(5) DISTRIBTION OF LENGTH OF SERVICE OF RESPONDENTS

RESPONSES
CODE
FREQUENCY
PERCENTAGE
1-5YRS
35
21
6-10YRS
85
50
11YRS &ABOVE
50
29
170
100
TOTAL
The analysis shows that 35 respondents spent between 1-5 years with the
organization, 85 respondents spent between 6-10 years in the organization while 50
respondents spent above 11 years with the organization representing 21%, 50%
and 29% respectively.
TABLE 4.2(6) EDUCATIONAL BACKGROUNDS

RESPONSES
CODE
FREQUENCY
PERCENTAGE
GCE
OND/NCE
30
18
HND/BA/BSC
98
57
MBA/MSC
25
15
OTHERS/PROF
17
10
TOTAL
170
100

The above table shows that 30 respondents had OND/NCE representing 18%, 98
respondents are HND/BSC holders representing 57%, 25 respondents are
MBA/MSC graduates representing 15%, while 17 respondents are professionals
representing 10% respectively. These analysis shows that the respondents have
requisite level of education necessary for obtaining a reliable response on the
issue. In other words, level of education is a good ground for eliciting an appropriate
response in a study.
4.4 ANALYSIS OF RESPONDENTS RESPONSES

Statement 1: Organizational culture affects individual and group interaction with
clients and with stakeholders.
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
120
71
No
10
Undecided
40
23
170
100
Total
The question was structured to determine how corporate cultures affect

individual and group interaction. The analysis shows that 120 respondents
answered yes, 10 respondents answered no while 40 respondents were

undecided representing 71%, 6% and 23% respectively. Thus, it can be
concluded that Organizational culture affects individual and group interaction.
Statement 2: Corporate cultures are critical factor in competitive success.
Table 4.4(2)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
140
82
No
20
12
Undecided
10
170
100
Total
The table show that 140 respondents answered yes, 20 respondents

answered no while 10 respondents were undecided representing 82%, 12%
and 6% respectively. Thus, it can be decided that corporate cultures are
critical factor in competitive success.
Statement 3: Corporate culture enhances employees motivation and

commitment.
Table 4.4(3)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
146
86
No
10
Undecided
14
170
100
Total

The question was structured to determine whether corporate culture enhance
employees motivation and commitment. The table shows that 146
respondents answered yes, 10 respondents answered no, while 14
respondents were undecided representing 86%, 6% and 8% respectively.
Thus, it can be concluded corporate culture enhances employees motivation
and commitment.
Statement 4:
Corporate culture enhances employees development.
Table 4.4(3)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
134
79
No
16
15
Undecided
10
170
100
Total
The question was structured to determine whether corporate culture enhance

employees development. The table shows that 134 respondents answered
yes, 16 respondents answered no while 10 respondents were undecided
representing 79%, 15% and 6% respectively. Thus, it can be deduced that
corporate culture enhances employees development.
Statement 5: Organizational cultural values are incongruous with

changing environment
Table 4.4(5)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
113
67
No
Undecided
57
33
170
100
Total
The table shows that 113 respondents answered yes while 57 respondents
were undecided representing 67% and 33% respectively. Thus, it can be
concluded that Organizational cultural values are incongruous with changing
environment.
Statement 6: Positive cohesive corporate culture creates an environment that
employees are reluctant to leave.

Table 4.4(6)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
150
49
No
07
43
Undecided
13
170
100
Total
The table shows that 84 respondents answered yes, 73 respondents

answered no while13 respondents were undecided representing 49%, 43%
and 8% respectively. Thus, it can ascertain from the study that Positive
cohesive corporate culture create an environment that employees are
reluctant to leave.
Statement 7: Corporate cultures contribute positively to profitability level of

an organization.
Table 4.4(7)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
145
85
No
Undecided
25
15
170
100
Total

The question was structured to determine whether corporate cultures
contribute positively to profitability level of an organization. The table
indicates that 145 respondents answered yes while 25 respondents were
undecided representing 85% and 15% respectively. Thus, it can be
concluded that corporate cultures contributes positively to profitability level of

an organization.
Statement 8:
Corporate culture improves internal working system of an
organization.
Table 4.4(8)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
135
79
No
24
14
Undecided
11
170
100
Total

and 7% respectively. Thus, it can be concluded that the corporate culture
improves internal working system of an organization.
Statement 9: Corporate culture enhances organizational growth and
survival
Table 4.4(9)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
124
73
No
46
27
Undecided
170
100
Total
Source: Field survey

influence customers brand switching. The table indicates that 124
respondents answered yes while 46 respondents answered no representing
73% and 27% respectively. Thus, it can be concluded that corporate culture
enhances organizational growth and survival.
Statement 10:
Corporate culture influences the quality of product delivery
Table 4.4(10)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Strongly agree
128
75
Agree
15
Undecided
27
16
170
100
Total

influence the quality of product delivery. The table shows that 128
respondents answered yes, 15 respondents answered no while 27
respondents were undecided representing 75%, 9% and 16% respectively.
Thus, it can be concluded that corporate culture influences the quality of
product delivery
Statement 11: Corporate culture enhances organization effectiveness
Table 4.4(11)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
122
72
No
18
11
Undecided
30
17
170
100
Total

and 30% respectively .Thus, it can be concluded that corporate culture
enhances organization effectiveness
Statement 12: Corporate culture influences the behaviors of organizational
members
Table 4.4(12)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
125
73
No
Undecided
45
27
170
100
Total
influence the behaviors of organizational members. The table indicates that

125 respondents answered yes while 45 respondents were undecided
representing 73% and 27% respectively. Thus, it can be concluded that
corporate culture influences the behaviors of organizational members
corporate.
Statement 13: Corporate culture influences customers brand switching
Table 4.4(9)
RESPONSES
CODE
FREQUENCY
PERCENTAGE
Yes
124
73
No
46
27
Undecided
170
100
Total

influence customers brand switching. The table indicates that 124
respondents answered yes while 46 respondents answered no representing
73% and 27% respectively. Thus, it can be concluded that corporate culture
influences customers brand switching
4.4
TEST OF HYPOTHESIS
HYPOTHESIS 1
Ho:
Hi:
RESPONSES
Oij
Eij
Oij-Eij
(oij-eij)2
(oij-eij)2 /eij
Yes
124
56.66
67.34
4534.68
80.03
No
46
56.66
-10.66
113.64
2.01
Undecided
56.66
-56.66
3210.36
56.66
Total
170
X = 138.70
Degree of Freedom
df = (n-1)
138.70
(R-1) (C-1)
(3-1) (2-1)
(2) (1)
2
Decision Rule
Since the calculated value is greater than the table value, then, the null hypothesis
which states that (Ho) corporate culture and organizational growth and survival are
not related is rejected while (Hi) that states that corporate culture and organizational
growth and survival are related is accepted.
HYPOTHESIS II
Ho:
corporate culture does not improve the internal working system of an
organization.
Hi:
corporate culture improves the internal working system of an organization
RESPONSES
Oij
Eij
Oij-Eij
(oij-eij)2
(oij-eij)2 /eij
Yes
135
56.66
78.34
6137.16
108.32
No
24
56.66
-32.66
1066.68
18.83
Undecided
11
56.66
-45.66
2084.84
36.80
Total
170
X = 163.95
Degree of Freedom
163.95
Degree of Freedom
df = (n-1)
(R-1) (C-1)
(3-1) (2-1)
(2) (1)
2
Decision Rule
Since the calculated value is greater than the table value, then, the null hypothesis
which states that (Ho) corporate culture does not improve the internal working
system of an organization is rejected while (Hi) that states that corporate culture
improves the internal working system of an organization is accepted.
CHAPTER 5
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY
Organizations are among the most significant structures through which society
functions. Through its business, civic, social and religious organizations,
society carries out much of its economic and social life. Understanding how
organizations work, how they are designed, how they change through internal
processes and can be guided, is of immediate interest both to those who work
in organizations and those who study them.
In todays fast paced, fast changing, and increasingly competitive world, the
effectiveness of business organization has become the focus of considerable
attention. When such organizations fall or fail, the consequences can be far
reaching, even devastating business organizations provide a rich, complex,
but barely tapped lode of knowledge about organizational performance and the
processes of change.
Furthermore, the chapter one of this project focused on the introduction,

purpose of the study, problem statement, research questions and hypothesis
etc.
The review of literature was done in chapter two on other to highlights the
concept of organizational culture, the key elements of organizational culture,
dimension of organizational culture etc were analyzed.
Research methodology was carried out in chapter three which involve the
research design, sampling plan, data collection method, description of data
collection instrument etc.
However, the study reveals that organizational culture are related to the
survival of organization performance.
5.2
CONCLUSION
The culture within an organizational is very important, playing a large role in
whether it is a happy and healthy environment in which to work.
In communicating and promoting the organizational ethos to employees, their
acknowledgement and acceptance of it can influence their work behavior and
attitudes. When the interaction between the leadership and employee is good,
the latter will make a greater contribution to team communication and
collaboration, and will also be encouraged to accomplish the mission and
objectives assigned by the organization thereby enhancing job satisfaction.
5.3
RECOMMENDATION
1.
Management must ensure that organizational culture are not simplified

or confuse it with climate, values or corporate philosophy.
2.
Culture must not be solely human resource affairs since it affect human
being or workers in organization, it should be jointly formulated.
3.
Management must ensure that leaders are not allowed to manipulate

culture as he or she can control other aspects of the organization.
4.
Management must ensure that culture are apparent since different

culture fits different organization and their environment and that the
cultures must be desirable depends on how well it supports of the
organization.
5.
Management must identify the impact of organizational culture on its

functioning and the leader must distinguish which elements are
important and focus on those.
6.
Management must emphasize on rules and regulation regardless of

individual circumstances and ensure that the culture application of
principle is universal.
REFERENCES
A primer on organizational culture, Oliver Serrat, November 2009.
Taylor and Francis Group, 2006: An Information business
Journal of Applied Behavioural Science, 1982
Scandinavian Journal of Management, 1999
Lorentzon M, 1992: Journal of Advanced Nursing
Karina Nielson, Yarker Joanna, Brenner Stenolof, Randall Raymond, Borg Vilhelm:
The Importance of Transformational Leadership Style for well being of employees.
Jesus Casida, Pinto Zipp Genevieve, 2008: Leadership Organizational Culture
Jen-Te Yang: Knowledge sharing, investigating appropriate leadership roles and
culture.
Staniland M, 1985: Managements role in shaping organizational culture.
Van Der Post W2, De Coning TJ, Smit EV: An instrument to measure organizational
culture.
Valerie Z and Dennis A (1994): Improving service quality in organization
Vitel, S and Festervand, T. (1987): Business Ethics
Robbins, S.P (2001) Organizational Behaviour
Schneider J.B and Keitsh J (1991): Managing Climates and Cultures

William, D.P Jr. (1982): Measuring the performance of industrial sales people
Journal of business research. Vol. 10.
Candace Jones and Felipe G. Massa, (2013): Organization studies.
Culture is everything Said Lou Gerstner. March 30, 2011.
Ogburn, William F. Social Change 1992
Rogers G.F.C (1983): The nature of the engineering: London
Ravasi, D. Schutz M (2006): Responding to organizational identity threats:
Exploring the role of organizational culture.
Schein, Edgar (1992): Organizational culture and leadership
Zhang, Xibao (2009): Values, expectation, Ad Hoc rules and culture emergencies in
international cross. New York
Papa, Michael J, et al (2008): Organizational communication, perspective and
trends.
1.9
BRIEF HISTORY OF FIRST BANK OF NIGERIA

First Bank of Nigeria Plc, established in 1894 is a premier bank in West Africa
and the leading financial services solutions provider in Nigeria.
The Bank has international presence through its subsidiary, FBN Bank (UK)
Limited in London with a branch in Paris and its representative office in
Johannesburg and Beijing with 1.3 million shareholder globally, First Bank is
quoted on Nigeria Stock Exchange (NSE) where its issued and paid up share
capital as at March 31st 20019 was 24.86 billion units.
First Bank also has an unlisted Global Depository Receipt (GDR)
Programme. As the global operating environment evolve overt the decades,
First Bank has kept pace, responding satisfactorily to the increasingly
dynamic needs of its customers, investors, regulatory authorities, host
communities, employees and stakeholders.
Through a sustained strategy, with a transgene rational relevance approach,
the Bank has continuously boosted its substantial customer base of both
individuals and institutions which cut across all segments in terms of size,
structure and sectoral affiliations. Leveraging experience that spans over a
century of dependable service, First Bank has continued to build relationship
and alliances with key sectors of the economy that have been strategic to the
wellbeing, growth and development of the country. With its huge asset base
and expansive branch network, as well as continuous re invention, First
Bank has created one of Nigerias strongest banking franchises and remains
a market leader in the nations financial service industry. Delightful returns
and superior value. The 2005 consolidation of the financial services industry
in Nigeria as anticipated, boosted First Banks performance indices, as

accompanying opportunities yielded an upbeat response to market dynamic.
Today, the Bank remains one of the most profitable financial groups in
Nigeria.
In repositioning the Bank for both domestic and global competition, it had
recourse to raising additional capital. The hybrid officer, popularly called The
Big offer set an unprecedented landmark with a subscription in excess of
750% and was landed as the biggest and most successful in the history of
public offers in Nigeria. The Banks epoch making achievement was again
reinforced when it became the first quoted company in Nigeria to achieve the
feat of hitting the trillion naira mark in market capitalization, the clearest
evidence of the markets estimation of its worth till date and despite the
downturn in the stock market, the Bank remains the most capitalized stock on
the floor of the Nigeria Stock Exchange (NSE).
GROWTH STRATEGY AND EXPANSIVE REACH
First Banks growth strategy is anchored on leveraging the windows of
opportunity presented by the ongoing reforms in the industry and the global
economies, which have allowed it to better position its strengths and value
proposition, while raising the industrys competition stakes.
The Banks strategy is driven by the two critical imperatives of modernization
and growth with over SSO business location in Nigeria, the Bank has one of
the largest domestic sales network in the country, all on line and real time.
As a market leader in the financial services sector, First Bank pioneered
initiatives in international money transfer and electronic banking in the
country, and is arguably Nigerias most diversified financial services group,
serving more than 4.2 million customers. The Banks growth strategy is
hinged on its continued network expansion, product development, mergers
and acquisitions and growth of its international footprint.
PROGRESSIVE GLOBALISATION
In its early years, First Bank worked closely with the colonial government of
British West Africa by performing the traditional functions of a Central Bank,
including the issue and distribution of specie in the West Africa Sub-region.
Subsequently, the Bank recorded impressive growth, opening its first branch
office in Accra, Ghana in 1896, and a second branch in Freetown, Sierra
Leone two years later in 1898. By 1963, the Bank had 114 branches in West
Africa.
FIRST BANK MISSION:
To remain true to our name by providing the best financial services possible.
VISION:
To be clear leader and Nigerias Bank of First choice
BRAND PILLARS:
Leadership
-
Our status and ability as Truly the first
Enterprise
-
Resourcefulness
Tenacity
Solutions oriented
Performance Focused Heritage
Security of Funds/ Investments
Job Security
Integrity
Efficiency
Reliability
Accessibility
Our strategic priorities
Growth
Performance management and people
Operational excellence.
2.12 ORGANIZATION
An organization is a social entity of people, methodically structural and
managed to meet a need or to pursue joint goals on a progressing basis.
An organization is also a company or non profit that either works for money
or a cause. The broader analysis of organization is commonly referred to as
organizational structure, organizational studies, organizational behavior. A
number of different perspective exist, some of which are compatible:
From a process related perspective an organization is viewed as an

entity being organized, and the focus is on the organization as a set of
tasks or actions.
From a functional perspective, the focus is on how entities like

businesses or state authorities are used.
From an institutional perspective, an organization is viewed as a

purposeful structure within a social context.
2.13 PURPOSE OF AN ORGANIZATION
The purpose of an organization is determined by the mission of the

organization. For a company selling a product, the purpose would be to
make a profit while a not for profit purpose may be to provide needed
services.
To serve and satisfy customers needs and wants
To accomplish the goals and objectives as indicated within the
organization vision statement.
ALVESSON 2002
Understanding an organization means understanding its cultures. The culture
or climate of an organization is made up of traditions, habits, ways of
organizing and patterns of relationship at work. If you think of organizations
such as a school, hotel, airport, a church or a variety of other work
organizations, you will notice how the atmosphere differs between them. The
different ways in which things are done, differing levels of energy and
individual freedom, and of course, different kinds of people
CONCEPT OF CULTURE
(MOLANDER 1986, CLEGG ET AL 2005)
The concept of culture in organization encompasses the following questions:1.
How are things done in particular organization?
2.
What is acceptable behavior?
3.
What norms are members expected to use to solve problems of

external adaptation and internal integration, and which ones do they
actually use?
The word CULTURE as a concept in organization and management

studies, has its main roots in social anthropology, where it was used to refer
to a communitys shared way of life., it embraces the symbols, myths, stories
and so on, that are the manifestation and transmitters of that culture. The
concept of culture in organizational behavior has become widely accepted in

contributing to the understanding of and in influencing behaviour in
organization.
2.15 THE TROMPENAARS AND HAMPDEN TURNER FRAMEWORK
Trompenaars and Hampden Turnder suggest that national cultures vary in
how their members solve problems by identifying three major types:1.
The relationships with people
2.
Attitudes towards time
3.
Attitudes towards the environment
The Trumpenaars and Hampden Turner framework further identify five

major cultural differences in how relationships with other people are handled,
and these are expressed as pairs of binary opposites.
TROMPENAARS AND HAMPDEN TURNER CULTURAL DIMENSIONS
1.
Universalism versus the particular: A cultures application of principles.

Universal: emphasis is on rules and regulation regardless of individual
circumstances.
2.
Individual versus collective: A cultures focus on either the group or the

individual. An individual focus is on the needs of the individual,
freedom and responsibility.
3.
Neutral versus affective: Neutral: emphasis objectivity and detachment.

Affective: emphasizes displays of emotion.
4.
Specific versus Diffuse: A cultures blending of work and personal life.

Specific: emphasizes separation of the two. Diffuse: blends them.
5.
Achievement versus Prescription: A Cultures way of assigning status.

Achievement: emphasizes performance. Prescription: emphasizes that
status
comes
from
age,
education,
gender
and
personal
characteristics.
These framework is useful in helping you link the dimensions of culture to
other aspects of organization behavior. Two very important points that this
framework brings up are, first, that increasingly, operating in a global
environment where people and goods move to and fro one needs to be
aware of cultural differences in order to avoid potential problems. Second,
this framework also suggest that there is no single formula for reconciling
cultural differences and it encourages viewing each culture on its own merit
with no culture superior to another.
2.18 SCHEIN GUIDELINES FOR THE LEADER
1.
Dont oversimplify culture or confuse it with climate, values or corporate

philosophy. Culture underlies and largely determines these other
variables. Trying to change values or climate without getting at the
underlying culture will be a futile effort.
2.
Dont label culture as solely a human resources aspect of an

organization, affecting only its human side.
3.
Dont assume that the leader can manipulate culture as he or she can
control many other aspects of the organization.
4.
Dont assume that there is a correct culture, or that a strong culture is

better than a weak one. It should be apparent that different cultures
may fit different organizations and their environments, and that the
desirability of a strong culture depends on how well it supports the
organizations strategic goals and objectives.
5.
Dont assume that all the aspects of a organizations culture are

important, or will have a major impact on the functioning of the
organization. Some elements of an organizations culture may have
little impact on its functioning and the leader must distinguish which
elements are important and focus on those.
2.19 CULTURAL FORMS
Cultural forms incorporates the study of how cultural knowledge is produced,
embodied and reproduced or transmitted. It also includes the means and
media filters by which we acquire knowledge of the nature, supernatural, and
social worlds constituting the environments in which we live.
Cultural forms include:
RITE Relatively elaborate, dramatic, planned set of activities that
consolidates various forms of cultural expression into one event, which
is carried out through social interactions, usually for the benefits of an
audience.
CEREMONIAL A system of several rites connected with a single
occasion or event.
RITUAL A standardized, detailed set of technique and behavior that
manage
anxieties,
but
seldom
produce
intended,
technical
consequences of practical importance.

MYTH A dramatic narrative of imagined events, usually used to
explain origins of transformation of something. Also, an unquestioned
belief about he practical benefits of certain techniques and behaviours
that is supported by demonstrated facts.
SAGA An historical narrative describing the unique accomplishments
of a group and its leaders usually in heroic terms.
LEGEND - A handed-down narrative of some wonderful event that is
based history but has been embellished with fictional details.
STORY A narrative based on true events- often a combination of
truth and fiction.
FOLKTALE A completely fictional narrative.
SYMBOL Any object, act, event, quality, or relation that serves as a

vehicle for conveying meaning, usually by representing another thing.
LANGUAGE A particular form or manner in which members of a
group use vocal sounds and written signs to convey meaning to each
other.
GESTURE Movements of part of the body used to express
meanings.
PHYSICAL Those things that surround people physically setting and
provide them with immediate sensory stimuli as they carry out culturally
expressive activities.
ARTIFACT Material objects manufactured by people to facilitate
culturally expressive activities.
2.22 DIMENSIONS OF ORGANIZATIONAL CULTURE

Here are a number of dimensions or attributes that should be considered
when designing an organization. These are important also during strategic
planning:
1.
Specialization: The shape of a company is often closely related to the

number and distribution of specialist roles. Birds of a feather flock
together, as they say, and people who have studied the same subject
like to work with one another, as not only can they discuss common
problems but they also can learn from one another as they
professionally develop.
2.
Standardization: The number and control of repeatable processes

varies with organization. In the classic manufacturing assembly plant,
there is much which is standardized. On the other hand, professional
organizations such as consultancies will have less control and

organizations that work flexibility will have less standardization.
3.
Formalization:
Formalization
of
what
is
done
is
similar
to
standardization but is more about the number of written rules, policies,

procedures, and so on. This is typical of a large bureaucracy where
there is a large central staff whose existence is often based on the
formulation and policies of rules.
4.
Centralization: In a centralized organization, much of the control is

held centrally, with managers and corporate staff who issue rules and
make key decisions. Whilst centralization gives control allows for
common and lockstep action, it removes freedom from the extremes of
the company where local conditions and customers may demand
alternative courses of action.
5.
Configuration: The configuration of a company is in the number of

hierarchical layers and span of control (how many subordinates each
manager has). The natural approach to sustaining control in a
company is to have managers and subordinates but too many
subordinates are difficult to manage, so this process continues in sub
division.
6.
Traditionalism: In the original organizations which were typically craftbased, such as thatching agriculture and stonemasonry, there were
few written rules and many people could not read or write. Instruction
and learning was done through a master-apprentice structure.
2.8
(GEERT HOFSTEDE, 1991)
Organizational culture is used to control, coordinate, and integrate company

solidarities. However, differences in national cultures exist contributing to difference
in the news on the management. Differences between national cultures are deep
rooted values of the respective culture, and these cultural values can shape how
people expect companies to be run, and how relationships between leaders and
followers should be resulting to differences between the employer and the
employee on expectations.
ENTERPREURIAL ORGANIZATIONAL CULTURE (STEPHEN MCGUIRE, 2003)
He defined and validated a model of organizational culture that predicts revenue
from new sources. An entrepreneur organizational culture is a system of shared
values, beliefs and norms of members of an organization, including valuing
creativity and tolerance of creative people, believing that innovating and seizing
market opportunities are appropriate behaviours to deal with problems of survival
and prosperity, environmental uncertainty, and competitors threats and expecting
organizational members to behave accordingly.

Impact of Organizational Culture on Performance

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TABLE OF CONTENTS

BACKGROUND OF THE STUDY

POPULATION OF THE STUDY

VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENT

PROCEDURE FOR DATA ANALYSIS

SUMMARY, CONCLUSION AND RECOMMENDATION

BACKGROUND OF THE STUDY

It is widely recognized that different organizations have distinctive cultures. A

Size and nature of the organizations work force

Technologies the organization uses

The organizations history and ownership

OBJECTIVES/ PURPOSE OF STUDY

To determine whether Organizational cultural values are incongruous with

Can organizational culture enhance organizational growth and survival?

Hypothesis is defined as conjectural statement that shows the relationship between

The dependent variable is corporate culture while the independent variable is

corporate culture and organizational growth and survival are related

corporate culture does not improve the internal working system of an

corporate culture improves the internal working system of an organization

SCOPE AND DELIMITATION OF STUDY

LIMITATION OF THE STUDY

Financial Impediment: The study of the nature requires huge amount

Total Coverage: The coverage of this project will affect the

CULTURE: is the characteristic of a particular group of people, defined by

Asika N (1991) Research Methodology in Behavioral science, Longman publisher

CONCEPTUAL ISSUES AND FRAMEWORK

Organizational culture is the set of shared, taken for granted implicit as

A CONCEPTUAL FRAMEWORK FOR UNDERSTANDING ORGANIZATIONAL

Group and Social Processes

Collective attitudes and

LAYERS OF ORGANIZATIONAL CULTURES

To gain a better understanding of how organizational culture is formed and used by

OBSERVABLE ARTIFACTS: At the more visible level culture represents

TYPES OF ORGANIZATIONAL CULTURES

PASSIVE DEFENSIVE CULTURE: Is characterize by an overriding beliefs

HOW CULTURES ARE EMBEDDED IN ORGANIZATION

Organizational members teach each other about the organizations preferred

Formal statements of organizational philosophy, mission, vision, values and

The design of physical space, work environments and environments and

Deliberate role modeling, training programs, teaching and coaching by

Explicit rewards, status symbols and promotion criteria.

Stories, Legends or myths about key promotion and events.

WHERE ORGANIZATION CULTURE COMES FROM/ORIGINATE

The taproot of organization culture is the organizations beliefs and philosophy

DECIPHERING ORGANIZATIONAL CULTURE THROUGH ARTIFACTS

We decipher organizational culture indirectly through artifacts. Artifacts are the

STRATEGIES TO MERGE DIFFERENT ORGANIZATIONAL CULTURES

ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT BY KIM

CAMERON AND ROBERT QUINN (1999)

2.10 COMMON MODELS OF CORPORATE CULTURE

Self Organization Schemata A persons concept of oneself within the

Person-in-organization Schemata A persons memories, impressions

Organization Schemata A subset of person schemata, a persons

Object/Concept In Organization Schemata Knowledge an individual

Event-in-organization Persons knowledge of social events within an

According to KOTTER AND HESKETT (1992)

2.11 CONSTRUCTIVE CULTURES

Achievement Completing a task successfully, typically by effort, courage, or

Self actualizing Realization or fulfillment of ones talent and potentialities.

Humanistic Encouraging Help others to grow and develop Reflects an

Understand the level of performance expected,

Performance appraisal information is one consideration in making other personnel

adaptive strategies of animals, including the adaptive strategies of other primates