Exploring Linkage Between Organizational Culture and Performance - A Case Study of Telesom Company Somaliland

Organizational Culture 1
Exploring Linkage between Organizational Culture and Performance:

A Case Study of Telesom Company
Nur Yusuf Abdilahi

(A/EMBA/17/86)
A Research Paper Submitted in Partial Fulfillment of the Requirements for the Award of
the Degree of Executive Master of Business Administration, Abaarso Tech University
April, 2017
DECLARATION PAGE
ABAARSO TECH UNIVERSITY

EXECUTIVE MBA
EXPLORING LINKAGE BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE:

A CASE STUDY OF TELESOM COMPANY
BY: NUR YUSUF ABDILAHI NUR
I, the undersigned, declare that this thesis is my original work and has not been presented for a Degree
(Master’s Degree) in any other University and that all sources of material used for the thesis have been
duly acknowledged.
Signature ______________________
Nur Yusuf Abdilahi

April 30, 2017
This thesis is submitted for examination with my approval as an advisor of the candidate.
Signature _______________________
John Paul Otieno

April 30, 2017
This thesis is submitted for examination with my approval as the academic director.
Signature _______________________
Ahmed Ismail Abdi

April 30, 2017
ACKNOWLEDGEMENTS
I would first like to thank my research advisor Mr. John P. Otieno, faculty
member of Abaarso Tech. University. He provided invaluable guidance and support to
complete research paper. Mr. John was always consistent and encouraged to work my
own, but steered in the right direction whenever he thought I needed it.
I would also like to thank my classmate Mr. Abdi kariim Muse Guleed, who
distributed and collected research questionnaire; where he offered all possible
information that the study needed. I believe, without him, this would be difficult to work
on its completion.
I would also like to thank Ominco General Manager Mr. Mohamed Ali Muhumed
and Building material division Manager, Mr. Mohamed Osman; who were supportive and
encouraged in accomplishing this significant academic work.
And Finally, I must express my very profound gratitude to my parents for
providing me with consistent support and continuous encouragement throughout my
study and the process of researching and writing it. This accomplishment would not have
been possible without them. Thank You.

Contents
Declaration ii
Acknowledgement iii
List of tables’ vii
List of Figures viii
Abbreviations ix
Abstract x
1.0 Introduction 1
1.1 Background to the Study 1
1.2 Problem Statement 2
1.3 Objective of Research 3
1.3.1 General Research Objectives 3
1.3.2 Specific Research Goals 3
1.4 Research Questions 4
1.5 Relevance of Study 5
1.6 Scope& Time-frame of study 5
1.6.1 Scope 5
1.6.2 Time –Frame 5
1.7 Organization of the Study 6
1.8 Limitations 6
2.0 Review of Literature 8
2.1 Defining Organizational Culture 8
2.2 Organizational Theories and Models 9

2.3 Organizational Culture and Performance 12

2.4 Theoretical Framework 15
2.5 The Four Cultures 17
2.6 Conceptual Framework 18
3.0 Methods & Procedures 19
3.1 Introduction 19
3.2 Study Approach to Organizational Culture 19
3.3 Research Design 21
3.4 Sample and Population 21
3.5 Data Collection Methods and Instruments 22
3.6 Data Analysis 23
3.7 Data Presentation Plan 24
4.0 Data Presentation and Analysis 25
4.1 Introduction 25
4.2 Section One: Background Information 28
4.3 Section Two: Departmental Culture Profiles 28
4.3.1 Marketing Department Culture Profile 28
4.3.2 Sales Department Culture Profile 29
4.3.3 Technical Department Culture Profile 30
4.3.4 Organizational Culture Profile 31
4.4 Descriptive Statistics on Culture Types 32
4.4.1 Descriptive Statistics: Clan Culture 32
4.4.2 Descriptive Statistics: Hierarchy Culture 33
4.4.3 Descriptive Statistics:Adhocracy Culture 34
4.4.4 Descriptive Statistics: Market Culture 35
4.4.5 Descriptive Statistics : Performance 36
4.4.6 Comparative Descriptive Statistics 37
4.5 Section Three: Correlations Results 38
4.5.1 Correlation Results – Clan Culture and Performance 38
4.5.2 Correlation Results – Hierarchy Culture and Performance 42
4.5.3 Correlation Results – Adhocracy Culture and Performance 44
4.5.4 Correlation Results – Market Culture and Performance 46
5.0 Discussion, Conclusion and Recommendations 49

5.1 Introduction 49
5.2 Discussion and Conclusion 49
5.2.1 Section One: Organizational Culture Profile 49
5.2.2 Section Two: Correlation between Culture and Performance 51
5.2.2.1 Clan Culture Correlation Verification 51
5.2.2.2 Hierarchy Culture Correlation Verification 52
5.2.2.3 Adhocracy Culture Correlation Verification 53
5.2.2.4 Market Culture Correlation Verification 54
5.3 Recommendation 55
5.4 Further Research 56
References 57
Appendices 59
A. Frequency Tables 59
i. Hierarchy Frequency Tables 59
ii. Clan Frequency Tables 60
iii. Market Frequency Tables 61
iv. Adhocracy Frequency Tables 62
v. Organization Performance Frequency tables 63
B. OCAI data in Dimensional Wise of in departments. 65
C. OCAI questionnaire 70
D. Likert Questionnaire 73
E. Telesom Organization Structure 76
<List of Tables>
Table 01:Frequency Table for study population 22
Table 02: Response Rate 26
Table 03: Distribution of Respondents 27
Table 04: Geographic Distribution of respondents 27
Table 05: Sex Distribution 27
Table 06: Age Distribution 27
Table 07: Years of Service 28
Table 08: Descriptive statistics on Clan Culture 32
Table 09: Descriptive Statistics on Hierarchy Culture 33
Table 10: Descriptive Statistics on Adhocracy Culture 34
Table 11: Descriptive Statistics on Market Culture 35
Table 12: Descriptive statistics on Organization Performance 36
Table 13: Correlation Test – Clan Culture and Organization Performance 38
Table 14: Correlation Test – Hierarchy Culture and Organization Performance 41
Table 15: Correlation Test – Adhocracy Culture and Organization Performance 44
Table 16 Correlation Test – Market Culture and Organization Performance 46
Table 17: Dimensional Wise Analysis on Culture Types <Existing> 50
Table 18:Dimensional Wise Analysis on Culture Types <Preferred> 50

<List of Figures>
Figure 01: Levels of Culture and Their Interactions 11
Figure 02: Competing Values Framework 16
Figure 03: Conceptual Framework 18
Figure 04: Marketing Department Culture Profile 28

Figure 05: Sales Department Culture Profile 29
Figure 06: Technical Department Culture Profile 30
Figure 07: Organizational CultureProfile 31
Abbreviations
OCAI Organizational Culture Assessment Instrument
A Clan Culture
B Adhocracy Culture
C Hierarchy Culture
D Market Culture
Abstract
The study on exploring linkage between organizational culture and performance
attempted to assess the relationship between organizational culture as independent
variable and the organizational performance as dependent variable. Moreover, the
objectives of this study were to: Examine existing and preferred organizational cultures,
and their discrepancies; discover whether there existing congruent culture or eclectic
cultures in Telesom organization; assess the types of cultures existing in the departments
of the company; explore linkage between organizational culture and performance.
Furthermore, this study employed stratified sampling method, in which it is
utilized deliberate and convenience sampling under this method. The data collection
instruments were OCAI and Likert scale questionnaires, where the former is used to
assess organizational culture profile, and the later utilized to test the relationship between
organizational culture and performance. It also employed Pearson correlation coefficient
calculated in SPSS with descriptive statistics.
The study were tested the correlation between the competing values model culture
– clan, adhocracy, hierarchy & market cultures, analyzed independently with
organization performance. It was used to test correlation coefficient linear relationship
test guidance and is judged on the basis of it. The study has not considered the nature of
the relationship; rather it tested whether or not their relationship exists.
In conclusion, the study established that the relationship between organizational
culture and organizational performance is real phenomenon in Somaliland according to
the results found.

CHAPTER 1: INTRODUCTION
1.1. Background to the study
Organizational culture has been the subject of scrutiny in the last 80 years
conducted many researches and practitioners written books in different dimensions.
Mr. Lou Gerstner wrote, reflecting on his experience in taking over the CEO
Job at failing IBM and achieving one of the most remarkable turnarounds in recent
business history. He wrote : Until I came to IBM, I probably would have told you that
culture was just one among several important elements in any organization’s make up
and success-along with vision, strategy, marketing , financials , and the like …. I came to
see, in my time at IBM, that culture is not just one aspect of the game—it is the game
(James Heket, 2012, p.17)
Organizational culture as a field is multidisciplinary, studied in the field of
organizational theory. The structure, and the way it is constructed also impacts on
performance, where human resources play the central role for enabling business
organizations to coordinate and properly lead to jointly outperform in the industry.
Schein (2004) writes that cultures spring from three sources (i) the beliefs, values, and
assumptions of founders of organizations (ii) the learning experiences of group members
as their organization evolves; and (iii) new beliefs, values, and assumptions brought in by
new members and leaders (p.225).
sought to understand the dynamics of Telesom organizational culture and the relationship
between its culture and performance.

1.2. Problem Statement
Organizations1 do not exist in a vacuum but in a specific culture or socio-cultural
environment, and that culture is a concept rooted in Anthropology and sociology. Thus,
culture is defined as the shared norms and values of a social system which are most
important aspect of society (Obafemi, 2003, p.165).
Organizations are thus characterized by different degrees of sharing of values,
norms, roles and expectations, which make up the organization’s particular meaning-
structures. These meaning-structures are a fabric with unique patterns waved out of (i) the
organization’s history, (ii) the definition of situations imposed by dominant actors and
(iii) member’s cumulative interpretation and sense-making out of ongoing actions and
interactions (Allaire, Firsrotu, 1984, p.208).
Many researchers found that the organizational performance and its culture
have positive relationship (Hofstede, 2011; Schein, 2004; Cameron, Quinn, 2006). In
addition to that, Social scientists and organizational theorists are increasingly and widely
accepted that the notion of pattern of management, and employee behavior in the work
place are considered culture bound (Ahiauzu, 1986).
Anecdotal evidence from seven case studies led Charles A. O’Reilly III and
Jeffrey Pfeffer to conclude in 2000 that an organization’s culture helps it leverage the
abilities of what they termed ordinary people to achieve extraordinary results. (James
Hesket, 2012, p.21).
1
Organization is defined as basically a structure for carrying out a particular social activity on a
regular basis and generally featured : a specific goal , a defined membership , rules of behavior or
conduct and authority relationship (Obafemi A. 2003)
The positive relationship existing between culture and organization performance
is a notion that has been tested and built in different models. In African perspective, a
Nigerian researcher also found that relationship according to his research study
conducted in three regions of Nigeria, where each dominated by certain societal culture
and religious beliefs (Obafemi, 2013, p.170).
None of the above mentioned researches were conducted in an African cultural
context except Obafemi, 2003. Also the researcher not found single research study on the
subject considered East African context let alone Somali culture. In accordance with this
reality, the researcher was interested in investigating the current culture and if any,
preferred culture that employees may prefer and find to examine the nature of
relationship between organizational culture and performance in Somaliland.
1.3. Objectives of the Research
1.3.1. General Objective
The main objective of the study is exploring the linkage between organizational
culture and organizational performance.
1.3.2. Specific Objectives
 Examine existing and preferred organizational cultures, and their discrepancies.
 Discover whether there existing congruent culture or eclectic cultures in Telesom
organization
 Assess the types of cultures existing in the departments of the company.
 Explore linkage between organizational culture and performance.

1.4. Research Questions
In accordance with the problem statement and objectives, the researcher attempt
to get answers for the following questions:
 What are the existing organizational cultures of Telesom Company?
 Is there a relationship between organizational culture and performance?
 Is there a phenomenon that Telesom Company has congruent or incongruent culture?
 Is there a discrepancy between existing and preferred?
1.5. Relevance of Study
will contribute better understanding on the relevance of organizational culture and
organizational performance.
The findings of the study will show Telesom Company its existing and
preferred cultures of the three departments – Sales, marketing and Technical departments,
from the perspective of employees. This alarms how Telesom Company’s employees
satisfied or dissatisfied with the current culture of their employer and the kind of
improvement they suggest. In the general sense, the findings also contribute to get
insights from the big picture of organizational culture in two ways as the existing and
preferred cultures.
Alternatively, the thesis of the study will offer a deeper understanding of culture
and its application to organizational performance. In particular, it gives fresh perspective
on the organizational culture by understanding culture is beyond what it thought to be,
and that it is mix of variables of organizational success; where a given situation
prescribes certain culture.

Telesom managers will notice that culture is of importance for the operations of
the business. It further provides guidance and raises awareness about organizational
culture and its relationship with organizational performance in accordance with the
prevailing business environment, both internally and externally.
1.6. Scope & Timeframe of Study
1.6.1. Scope
The research on the relationship between organizational culture and
organizational performance deals with assessing the current culture of Telesom Company
and the preferred culture from the perspective of employees. Moreover, it concerns
testing the relationship between organizational culture and performance.
The organizational culture as in the literature accepted a variable for
organizational studies. It refers that organizational culture is one among the many
variables that influence the performance of the firm. Accordingly, this study endeavors to
find answers from one variable perspective considering other variables constant in an
attempt to establish its relationship with organizational performance.
1.6.2. Time-frame
is a requirement of partial fulfillment of the award of Executive Master of Business
Administration, at Abaarso Tech. University. As it usual, academic research is time
bound work and the University management planned to complete one full semester as it
is normal in the academic research paper.

1.7. Organization of the Study
organized in chapters. The first chapter is Introduction containing background to the
study, problems statement, research objectives, and research questions, relevance of
study, scope of study, organization of the study and limitations of study.
Review of literature chapter is followed containing definition of organizational
culture, theoretical model/framework, conceptual framework and related researches
conducted. Then, the third chapter is related to methods and procedures of data
collection, data analysis, research design and questionnaire validity and reliability.
Furthermore, the researcher will analyze data statistically and discuss the
findings in chapter four and five. The last chapter will consist of discussion of findings,
conclusion, and recommendation. The study will be concluded suggesting further
research for the area of organizational culture and performance in Somaliland utilizing
large sample with qualitative and quantitative research designs.
1.8. Limitations of the Study
Any attempt by researcher has some degree of bias that inherently human being
falls. The study on exploring linkage between the culture and organizational performance
is of the same as for the other researches.
This study should have some limitations stemming from the time frame and
inadequate information. Specifically, the secrecy tradition existing in business
organizations made impossible to get information about their financial data and other
human resource files.

Further, the data collection instruments are questionnaires in assessing
organizational culture. Due to in adequacy in data collection instruments, limited
cooperation and access to data are among the shortcomings of this study.
CHAPTER TWO: REVIEW OF LITERATURE
2.0 Introduction
This chapter is concerned with the review of literature related to the study and,
elaborates the existing theories in order to dig deeper in finding ways it affects
organization and its performance. In its organization, definition of organizational culture,
Culture & organization, and theoretical framework is discussed in this chapter followed
by conceptual framework to identify and construct the relationship between variables of
study.
2. 1. Defining Organizational culture
Scholars began paying serious attention to the concept of culture in the beginning
of 1980s (Cameron & Quinn-2006, p.16). Over 4,600 articles have examined the theme
of organizational culture since, and the belief that organizational culture is an important
social characteristic that impacts organization, group and individual behavior had great
influence for the minds of researchers; although there are a variety of meanings and
connotations about the topic (Hartnell, Yi Ou, & Kinicki, 2011, p.667).
Different concepts in culture are observable for the many definitions given to
organizational culture, and it is contingent on the two world views stemming from
Anthropology and Sociology. An interpretative view from Anthropology regards culture
as a metaphor for organizations, defining as being cultures. And the sociology used to
view in a functional way, defining culture as something organization possesses
(Shobhana Prem, 2011, P.13).

Shobhana (2011) argued that the most widely used definition belongs to
functionalist view of sociology. Accordingly, Edgar Schein (1984) defined organizational
culture as the pattern of basic assumptions that a given group has invented, discovered, or
developed in learning to cope with its problems of external adaptation and internal
integration, and that have worked well enough to be considered valid and therefore, to be
taught to new members as the correct way to perceive, think and feel in relation to those
problems (p.3).
According to Hofstede (2011), culture is defined as the collective programing of
the mind and distinguishes the member of one group or category from another. In this
light, the Hofstede model/framework brought a distinct quantitative comparative
approach to the study of cultures by identifying and measuring defining aspects of world
cultures (Hofstede, 2011).
This study adopts from Schein (1984) model of organizational culture definition
and it linked to the functionalist view stemmed from sociology.
2.2 Organizational Theories and Models
Karen Cacciattolo (2014) reported that Geert Hofstede established the presence of
local and national cultural groups that affect organizational behavior. Reading this line of
argument, G. Hofstede identified five cultural dimensions in his research. The dimensions
of this model are Power Distance2, Uncertainty Avoidance3, Individualism versus
Collectivism4, ‘Masculinity versus Femininity and ‘Long versus Short-term Orientation5’.
2
The degree to which people accept ambiguity and risk, and it relates to a culture where
individuals are disturbed by change and threats
3
Refers to the extent to which individuals are expected to defend themselves and it describes the
manner in which an employee relates to collectivity
4
Relates to the significance attached to the future versus past and present.
Furthermore, Edgar Schein (1984) also propounded the three levels of culture and
their interaction .Artifacts and Creations are visible but often not decipherable, whilst
basic assumption defined as the assumptions not debatable – taken for granted, invisible
and preconscious; and espoused values are debatable (p.4).
Both these authors studied in different aspects of organizational culture. G.
Hofstede emphasized that the national culture a society belongs shapes the organizational
culture, while E. Schein looked on the levels of organizational culture without
considering other organizational cultures as variable for his study.
5
5 Relates to the significance attached to the future versus past and present. Long term orientation
societies, and individuals value savings and determination, whilst short term oriented societies respect
tradition, nepotism and reciprocation of donations
Figure 01: Levels of Culture and their Interaction
Artifacts & Creations
Technology Visible but often

Art
Visible and Audible
Behavior Patterns Not Decipherable
Values
Greater level of
Awareness
Taken for Granted

Basic Assumptions
Relationship to Environment Invisible
Nature of Reality,
Time & Space Preconscious
Nature of Human Nature
Nature of Human Activity
Nature of Human Relationship
Other authors studied organizational culture in an interpretative and functionalist
view. Johnson & Scholes (1993) interpretative view suggested a cultural web that
identifies various basics such as the paradigm6, control system7, organizational structure8,
6
Paradigm Represents the purpose of the organizational business, its mission, and its values
7
Control System are the procedures set to control what happens in the organization
8
Deals with hierarchies and the way work flows through the organization and they are likely to reflect
power structure
symbols9, rituals & routines10, and stories (Karen Cacciattolo, 2014, p.2). While, Charles
Handy’s structural view identified four types of culture, namely Power culture 11, Role
Culture12, Task Culture13and Person Culture14(Ibid).
In this sense, the different concepts of culture led organizational scholars to
absolutely different research directions and themes as organizational culture became a
variable. (Bachtiar, Jerry, and Hendry, 2016, p.81).
Therefore, the researcher views competing values framework as the most fitting
model that facilitates to understand the impact of culture on organizational performance
in Somaliland business firms. Particularly, the competing values framework has strategic
orientations “internal focus and integration” “versus external focus and differentiation”
that work with the four cultures (clan, hierarchy, adhocracy & market) under the values
of flexibility/discretion, and stability/control (Cameron, Quinn, 2006, p.35).
2.3. Organizational Culture and Performance
Performance definition, in fact, continues to be a contentious issue among
organizational researchers. Abu Jarad, Aini&Nikbin (2010) reported that performance in

15
one definition is the economic model of organizational performance that basis on the
9 Symbols relates to logos and designs used in an organization

10 Refer to automatic repetitive routines such as management meetings and board of directors’
report and simple decision rules which may be employed consciously
11
Power culture symbolized as a web and it refers to control that is spread out like a network
from the center to the rest of the organization
12
Role culture refers to a highly defined structured organization in which employees have
specified delegated authorities and which are offered security and predictability
13
Task culture is job oriented and it is present in organizations where individuals work as a team
and power is derived only from expertise and only when required
14
Person culture is quite unusual and it reflects organizations in which individuals believe to be
superior to the organization they are employed in
15
The economic model of organizational performance provided a range of major determinants of
organizationalprofit which included:
(i) Characteristics of the industry in which the organization competed,
(ii) The organization’s position relative to its competitors, and
famous 3Es (economic, efficiency and effectiveness) of a certain program or activity,
whereas organizational model of firm performance16tend to see as the organization’s
ability to attain its goals by using resources in an efficient and effective manner (p.28).
Abu Jarad, et al (2010) also argued that there is a difference between productivity
and performance. Productivity is a ration depicting the volume of work completed in a
given amount of time while performance is a broader indicator that could include result-
oriented behavior (criterion – based) and relative (normative) measures, education and
training, concepts and instruments, including management development and leadership
training which are the necessary building skills and attitudes of performance
management(p.29).
Zhang (2010) writes that organizational culture influences the operations of
organizations on two aspects, namely, Individual and organizational level, and can be
decided by the degree of how much main values and beliefs of organization is accepted
deeply and widely; and its impact can be divided into three aspects. Firstly, cultural
dimension, it means the accurate degree of how much organizational culture influencing
organization’s operation direction. Secondly, cultural permeability that refers to the
extent of how much organizational culture is shared by all members in common. And
thirdly, cultural intensity which is the degree of employees abides by the culture.
(iii) The quality of the firm’s resources.

16
Organizational model of firm performance focused on organizational factors such as
(i) Leadership styles and environment,
(ii) Organizational culture,
(iii) Job design,
(iv) Model of motive, and
(v) Human resource policies.
Performance is a multi – dimensional concept and it categorized as task
performance and contextual performance (Sonnentag S, Frese M., 2002, p.6). The
contextual performance refers to activities which do not contribute to the technical core
but which support the organizational, social, and psychological environment in which
organizational goals are pursued. Task performance refers to an individual’s proficiency
with which he or she performs activities contribute organization’s technical core
(Sonnentag S, Frese M., 2002, p.6).
Borman & Motowidle, 1997; Motowidlo & Schmit, 1999) explained the
difference between the task and contextual performance which they stated that (i)
activities relevant for task performance vary between jobs whereas contextual
performance activities are relatively similar across jobs; (ii) task performance is related to
ability, whereas contextual performance is related to personality and motivation; (iii) task
performance is more prescribed and constitutes in role behavior, whereas contextual
performance is more discretionary and extra role.
By linking it, the contingency theory has significant role in enhancing
organizational performance and require the fit of organization: structure, culture, and
processes. Contingency school believes that the relationship among organizational
characteristics, specially the nexus between structure, size, strategy, technology and
environment, are contingent or dependent upon the situation or context. Mix between
organizational culture, structure and its contingency variables (size, strategy, technology,
and environment) can lead to organizational effectiveness (Adin Sendro, 2012, p.2)
Conceptualizing from the above, the researcher believes that organizational
performance also is a multi-dimensional as for the individual performance. Manager’s
challenge would be how to maintain performance management system that supports the
contextual performance and task performance of the organization in order to produce
good results.
From that perspective, the variables of this research are organizational culture as
the independent variable and organizational performance as the dependent variable. The
performance itself is measured in this research as two themes – Financial and non-
financial indicators, which the researcher categorized. The non-financial indicators are
individual performance, quality of services, customer satisfaction etc. Further, the
financial indicators that the researcher identified are: Return on Equity/Asset/Investment,
Annual turnover, Market share, net profit/profit margin.
In the context of this study, the researcher takes organizational model of
performance approach to measure the performance of the organization.
2.4. Theoretical Framework
American researchers R.E. Quinn and J. Rohrbaugh (1983) had created and later
was adapted by K. Cameron and R. E Quinn (1999) emphasizing the complex nature of
organizational culture according to the following dimensions : Internal/external focus and
stable/flexible structure. The two dimensions create four quadrants representing four sets
of values that guide the organizational objectives in accordance with the external
environment and with the internal integration.
The competing values framework theoretical model highlights the key variables
associated with organizational effectiveness. This model underpinned the development of

the organization culture assessment instrument (OCAI) that has been employed 1,000
organizations operations in a diverse range of private and public sector firms around the
world (Cameron & Quinn, 1999).
Quinn and McGrath( 1985) further show how the four quadrants of the competing
values framework model reflect differing types of theoretical underpinnings,
organizational forms , theories of effectiveness, environmental context, leadership,
information processing , and cultural profiles. The competing values framework is also
the theoretical model upon which the OCAI is based, and this instrument provides a
means for diagnosing and changing an organization’s culture, albeit with caveats
(Cameron & Quinn, 1999).
Figure 02: Competing Values Framework
(Adopted from Cameron & Quinn, 2006)
The competing values framework approach as described by Quinn and McGrath
(1985) and, Cameron and Quinn (1999) adopts a functionalist and managerial orientation
consistent with cultural studies reflecting Martin’s (2002) integration perspective.

2.5. The Four Cultural Profiles
 The Clan Culture: This culture is rooted in collaboration. Members share
commonalities and see themselves are part of one big family who are active and
involved. Leadership takes the form of mentorship, and the organization is bound by
commitments and traditions. The main values are rooted in teamwork,
communication and consensus.
 The Adhocracy Culture: This culture is based on energy and creativity. Employees
are encouraged to take risks, and leaders are seen as innovators or entrepreneurs. The
organization is held together by experimentation, with an emphasis on individual
ingenuity and freedom. The core values are based on change and agility (Ibid).
 The Market Culture: This culture is built upon the dynamics of competition and
achieving concrete results. The focus is goal-oriented, with leaders who are tough and
demanding. The organization is united by a common goal to succeed and beat all
rivals. The main value drivers are market share and profitability (Ibid)
 The Hierarchy Culture: This culture is founded on structure and control. The work
environment is formal, with strict institutional procedures in place for guidance.
Leadership is based on organized coordination and monitoring, with a culture
emphasizing efficiency and predictability. The values include consistency and
uniformity (Ibid).
2.6 Conceptual Framework
Independent Variable Dependent Variables
Financial Indicators
1 Return on Equity/Asset/Investment
2 Net Profit/ Profit Margin
Organizational 3 Annual Turnover
Cultures
Organization
Clan Culture Performance
Adhocracy Culture
Hierarchy Culture Non-Financial Indicators
Market Culture 4 Employee Turnover
5 Customer Satisfaction
6 Market Share
Figure 03: Organizational Culture and Performance

Extraneous Variable
1. General Economic
Conditions
2. Government regulations
3. Socio – Cultural factors
In conclusion, this chapter summarized the relevant information from the
literature reviewed. The approaches that the researcher followed in theoretical models
were organizational model of performance measurement and functional view of
organizational culture from sociology – the competing values framework model.

CHAPTER THREE: METHODS AND PROCEDURES
3.1. Introduction
This chapter outlines the study approach of organizational culture, research
design, sample and population, data collection and analysis methods that the researcher
employed.
3.2. Study Approach to Organizational Culture
The organizational culture differentiates the culture of overall organization from
the values, preferences, and inclinations of individuals – personal culture, and from the
language norms, and philosophies of a nation or civilization – societal culture. Similarly,
organizational cultures may be composed of unique subcultures, but each of these
subcultures contains common attributes that make up an overarching culture typical of
the entire organization (Cameron & Quinn, 2006, p. 148).
To measure culture at the organizational level of analysis, it can be utilized
accordingly to the three strategies available for researchers: a holistic approach17,
Metaphorical or language approaches18 , and quantitative approaches19. The researcher of
this study selected to follow the quantitative approaches – A quantitative approach allows
multiple viewpoints to be considered in evaluating the attributes of an organizational.
17
An approach that the investigator becomes immersed in the culture and engages in in-depth participant
observation; that is the investigator tries to become a “native” in the organization.
18
Approaches in which the investigator uses language patterns, in documents , reports, stories, and
conversations to uncover cultural patterns , just as detectives use fingerprints, voice prints , or work prints
to detect personal identity.
19
Approaches in which the investigator uses questionnaires or interviews to assess particular dimensions
of culture
In diagnosing organizational culture, two dimensions can be used: content
dimensions20 and pattern dimensions21. This study employs content dimensions to assess
cultural profile, and OCAI captures the underlying structure of these psychological
archetypes22 in its core dimensions (Cameron & Quinn, 2006, p.150). According to
OCAI, it identified six dimensions in which each represents certain dimension of the
organization. These dimensions are summarized as below:
 The dominant characteristics of the organization, or what the overall
organizational is like.
 The leadership style and approach that permeate the organization.
 The management of employees or the style that characterizes how employees
are treated and what the working environment is like.
 The organizational glue or bonding mechanism that holds the organization
together.
 The strategic emphases that define what areas of emphasis drive the
organization’s strategy.
 The criteria of success that determines how victory is defined and what gets
rewarded and celebrated.
Accordingly, Cameron & Quinn (2006) writes that these content dimensions
reflect fundamental cultural values and implicit assumptions about the way the
organization functions.
20
Refer to the aspects of an organization’s culture that should be used as cues in scenarios in order to
help individuals recognize their organization’s cultural values.
21
Refer to a cultural profile that is produced by scoring a culture assessment instruments.
22
Refers to the categories people form in their minds to organize the information they encounter
3.3. Research Design
The study on culture and organizational performance is about to assess the
organizational culture of Telesom company and the relationship between the culture and
performance through descriptive research design.
As the study employed quantitative and qualitative approaches, the researcher had
seen a research design that fits the approach employed to accomplish research objectives.
3.4. Sample and Population
The population of the study comprises all low level employees and the middle
level managers – departmental managers, and supervisors working in Telesom Company.
In particular, the study endeavors to assess Telesom organizational culture and the nature
of relationship with its performance. Hence, this is a case study research approach
employed stratified sampling technique.
The respondents are classified as the departmental/middle level managers and
supervisors in one stratum, and the low level employees as the second stratum. Under the
stratified sampling method, the researcher employed deliberate sampling by choosing
sales, marketing, and technical department’s employees in assessing Telesom Company
organizational culture utilizing OCAI questionnaire. Moreover, the middle level and low
level managers were chosen in convenience sampling method.
The sample size is forty (40) respondents planned to distribute OCAI to the
employees of the three departments equally – each 10 and the remaining Ten (10)
respondents represents the middle and low level managers. Sales, marketing and
technical department are staffed 110, 15 and 30 employees respectively, and the
remaining were selected convenience sampling from the other strata – middle and low
level managers.
Strata Population Sample % of

Sample
Lower Level and Middle Managers 25 10 40%
Lower Level of Employees 155 30 19.35%
Table 01: Frequency Table for study population
In summary, the reason for choosing convenience and deliberate sampling
methods were to get access as much as possible the needed information to carry out this
study.
2.5. Data Collection Methods and Instruments
The study on the relationship between organizational culture and performance
used to collect data two questionnaires intended to serve different purposes as the
objectives of the research.
The researcher employed OCAI questionnaire as the one that facilitates to assess
the organizational culture of Telesom. And a qualitative questionnaire concerned with
investigating the nature of the relationship between the dependent and independent
variables of the study. The questionnaires were mailed to one of the employees of
Telesom and he subsequently sent to respondents, where he sent back to the researcher.
The OCAI is an instrument developed by Robert Quinn and Kim Cameron
(Cameron & Quinn, 2006) which was academically tested its validity by many authors
including Cameron and Freeman (1991), Quinn and Spreitzer (1991)23.
2.6 Data Analysis
The data gathered from the study respondents can be classified into two
categories. One category designed for middle managers/supervisors and the other
intended to the three departments’ employees in order to assess the organizational culture
of Telesom Company.
The OCAI questionnaire was analyzed according to Cameron & Quinn (2006),
and that the researcher studied as departmental and organizational wide approaches. The
departmental approach analysis was based on total addition of all responses given by
employee in each dimension considered in the questionnaire and overall organizational
picture by adding and calculating average point for each respondent.
In this regard, all A’s are added in each dimension, and divided by six (6). In
addition to that, B’s, C’s and D’s are added and divided by six (6) as the A elements. The
points that each category scores stands for one culture and each character exceeds others
meant that this culture is dominant culture as against others.
Furthermore, the existing and preferred culture points represent the current culture
of Telesom and the preferred culture that the employees view fit for the organization to
survive and continue in the future.
23
(Cameron & Quinn, 2006, p. 153 - 159)
This study also considers the second questionnaire as the one that serves to assess
the link between culture and performance. It’s used to test the nature of relationship by
employing Pearson’s Correlation analysis and tests its significance utilizing SPSS
software, version 20. Moreover, the study also used to analyze the information gathered
by utilizing descriptive statistics.
The researcher was followed to determine the relationship between organizational
culture and performance according to Evans (1996) behavioral statistics criterion as listed
in the below.
 -1 perfect negative relationship between the variables
 -0.10 almost no relationship
 0 No relationship between variables
 0.2 – 0.09 Very Weak relationship
 0.10 – 0.29 Weak relationship
 0.3 – 0.49 Moderately weak relationship
 0.5 Moderate relationship
 05 – 0.6 Moderately Strong relationship
 0.70 – o.98 Very strong relationship
 0.98 – 0.98 very Strong relationship
 0.99 Almost perfect Relationship
 +1 Perfect Positive Relationship between variables

2.7. Data Presentation Plan
The study on exploring linkage between organizational culture and performance is
used to gather data for two questionnaires. The first questionnaire was OCAI in the study
presents its findings as the Cameron & Quinn, 2006 developed. And the second
questionnaire partially (Culture characteristics) adopted from the model by the author
planned to present in a descriptive statistics.

CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION
4.1. Introduction
This chapter is dealt with data presentation and analysis in descriptive statistics
including correlation tests between four cultures – Competing Values Model, separately
with organizational performance.
This study endeavors to find academic answer on the relationship between the
organizational culture and organizational performance. Accordingly, the analysis
considered in this chapter was based on the following objectives:
 To investigate the current and preferred cultures of Telesom Company
 To assess the types of cultures existing in the departments of the company
 To determine the possibility that the company may have congruent or eclectic
culture.
 And to test the linkage of relationship between the types of cultures and
organizational performance.
The data were collected on two questionnaires, one adopted from competing
values model questionnaire, and another designed by the author. On these grounds, the
researcher categorized into three sections, where section one concerns the characteristics
of respondents; and section two deals with organizational culture profiles, and the third
section is considered the descriptive statistics presentation and correlation analysis.

4.2.0 Section One: Background Information
Table 02: Response Rate
Frequency Percentage
Responded 33 82.5%
Not Responded 7 17.5%
Total 40 100%
Source: Research Data, 2017
According to the above table, the sample size was 40 respondents, and the
percentage that has responded is 82.5%, whilst 17.5% did not. According to Mugenda
(2009), the response rate is sufficient to investigate types of organizational culture
existing and to analyze the relationship between organizational culture and performance.
The least percentage that’s accepted is 50% and the response rate for this study is above
the least criterion.
Table 03: Distribution of Respondents
Employee Strata Middle

Managers/Supervisors
strata
Sales Marketing Technical Middle
Depart. Depart. Dept. Managers/Supervisors
Planned 10 10 10 10
Responded 8 10 7 8
Non Responded 2 0 3 2
Source: Research data, 2017
In addition, the table 02 shows the distribution of respondents according to their
departments and the number of no respondents per each stratum. Employee strata depict
according to their departments, non-respondents were from sales and technical
departments 2 & 3 respectively; and the other stratum is shown as 2 non respondents.
Moreover, the respondents were geographically dispersed as it depicted below table 03.
Table 04: Geographic Distribution of respondents
Geographic Distribution of Branches

Frequency Hargeisa Borama Las- Buroa Berbera
Anod
Low Level Staff 25 10 7 3 3 2
Middle Mgt. 6 2 1 1 1 1
Supervisors 2 1 1
Source: Research data
This study also revealed that only 12.5% of the actually responded from middle
level mangers/supervisors stratum is women, while the remaining 87.5% are men. In
addition to that, the total 33 respondents characterized as male whilst only 1 respondent is
female.
Table 05: Sex Distribution
Frequency Sex
1 Female
32 Male
Source: Research Data
Table 06: Age Distribution
Age Class Low Level Staff Middle Level Managers/Supervisor

15 – 25 0 0
26 -36 15 0
37- 47 4 3
48 – 58 4 4
59 – 69 2 1
The research also found that the respondents’ years of service were distributed as
(1 – 3) years as the least and the longest years in service are in between (9 – 12). The (1 -
3) class represents 27%, where (4-5) is 42%; while the (6-8) & (9-12) classes depicted as
18% and 13% respectively.
Table 07: Years of Service
Years Frequency Percentage

1–3 9 27%
4–5 14 42%
6–8 6 18%
9 – 12 4 13%
In the final analysis, the research data showed that 50% of the total sample has attained
bachelor degree, whilst 20% reached Master degree; and the remaining percentage were
secondary certificate holders or equivalent.
4.3.0 Section Two: Departmental Culture Profiles

Marketing Dept. Culture Profile
4.3.1 Marketing Department Culture Profile EXISTING PREFERRED
Clan 247.00 296.67
N = 10 Adhocracy 266.83 226.17
Hierarchy 202.17 230.00
Market 284.00 243.00
Figure 04: Marketing Department Culture Profile

The dominant culture in this department according to existing column is market
culture, while adhocracy culture hit the second. The third highest score is clan and
hierarchy as the fourth. Marketing department cultural profile shows that the four cultures
– competing values model represents in this department.
According to the preferred column, it showed that the employees preferring clan
culture as the dominant culture for their department and the second highest culture is
market culture, while the third culture in the rank is hierarchy; followed by adhocracy.
In this context, employees in this department preferred to be clan as the dominant
culture, whilst it is the third rank in the existing culture.
4.3.2 Sales Department Cultural Profile
Sales Dept. Culture Profile

N=8
Cultures EXISTING PREFERRED
Clan 195.50 195.00
Adhocracy 194.83 190.17
Hierarchy 202.33 209.83
Market 207.33 205.00
Figure 05: Sales Department Culture Profile

As the chart showed, the market culture scored the highest, 207.33 while
hierarchy became 202.33 as the second and followed by adhocracy, 194.83; and clan as
the fourth rank, 195.5. Sales department according to its existing and preferred cultures,
employees depicted that they are satisfied with the current mix of cultures.
4.3.3 Technical Department Cultural Profile
N=7 Technical Dept. Culture Profile

EXISTING PREFERRED
CLAN 137.50 189.17
ADHOCRACY 185.83 167.50
HIERARCHY 175.83 155.00
MARKET 200.83 217.50
Figure 06: Technical Department Cultural Profile
In the existing culture, clan culture became the dominant culture scored 200.83,
while adhocracy culture slightly (185.83) as the second dominant culture. The third
culture is hierarchy followed by clan as the fourth. According to preferred culture, market
is the dominant culture, where clan culture is ranked as the second. The third and the
fourth are adhocracy and hierarchy respectively.

4.3.4. Organizational Culture Profile

Organizational Culture Profile
Existing Preferred
N = 25 Clan 95.56 138.3
Adhocracy 123.89 119
Hierarchy 118.06 124.07
Market 190.28 204.74
Figure 07: Organizational Culture Profile
According to existing culture, the dominant culture is market, where adhocracy
and hierarchy being the second and third respectively. Further, clan culture ranked as the
fourth dominant culture existing in organizational wise.
Moreover, preferred cultures being depicted market as the dominant culture
followed by clan and hierarchy scored in the third rank, whilst, the adhocracy became the
four narrowly.
4.4.0. Descriptive Analysis on Culture Types
4.4.1 Descriptive Statistics: Clan Culture
Table 08: Descriptive Statistics on Clan Culture
Statement N Min Max Mean Standard
Deviation
1. Cohesiveness, Participation , Team Work and

Sense of Family Attributes Leads Good 8 3.00 5.00 4.75 0.70
Performance
2. Mentor, Facilitator, and Parent-Figure

8 4.00 5.00 4.87 0.35
Leadership Style Contributes Company Growth
3. Loyalty , Interpersonal Cohesion and Tradition
Leads towards achieving Team Work , 8 4.00 5.00 4.87 0.35
Accomplishment of departmental Goals
4. Human Resource Development, Commitment,
and Morale Strategically Orientates Towards 8 3.00 5.00 4.62 0.74
Outperforming your Competitors
Valid N (List Wise) 8
Regarding the table 08, middle managers/ supervisors responses were produced
approximately 4.8 mean. The statement: cohesiveness, participation, teamwork and sense
of family attribute leads good performance yielded 4.7500 mean, where the next three
statements are 4.8750, 48750 & 4.6250 respectively. The standard deviations for the
statements – clan culture characteristics, are 0.70, 0.35, 0.35, & 0.74 respectively.
Further, it is meant that the higher the standard deviation, the spread of data set is
observed, and lower, the distance between mean and observation are closer. Regarding
this, the observations of statement (1&2) have closer distance with the mean of the data
for the other two statements; and the statement (4) is the farthest observation according to
data set mean. In summary, the lowest observation standard deviation is 0.35 and 0.75 the
highest score.
4.4.2 Descriptive Statistics : Hierarchy Culture
Table 08: Descriptive Statistics on Hierarchy culture
Deviation
1. Order , Rules and Regulations ; Uniformity and 8

4.00 5.00 4.75 0.46
Efficiency Attributes Leads Good Performance
2. Coordinator, Organizer , and Administrator 8

4.00 5.00 4.62 0.51
3. Rules , Policies & Procedures , and Clear 8

Expectations Leads Towards Achieving Team 2.00 5.00 4.50 1.06
Work , Accomplishment of Departmental Goals
4. Stability, Predictability and Smooth Operations 8

Strategically Orientates towards Outperforming 3.00 5.00 4.500 0.92
your Competitors
Valid N ( List Wise ) 8
The data set for hierarchy culture according to the managers/supervisors are
depicted as the lowest mean as 4.5 and the highest 4.75; where standard deviation results
0.46 and 1.06 as the lowest and the highest respectively.

Accordingly, the farthest observation from the mean in the data set is statement
(3) 1.06; the more closely distanced from mean are statement (1&2) showing 0.46 & 0.51
respectively.
4.4.3 Descriptive Statistics: Adhocracy Culture
Table 09: Descriptive Statistics on Adhocracy Culture
Deviation
1. Creativity, Entrepreneurship , Adaptability and

8 4 5 4.75 0.46
Dynamism Attributes Leads Good Performance
2. Entrepreneur , Innovative and Risk taker

8 2 5 4.50 1.06
3. Entrepreneurship , Flexibility, and Risk taking
Leads towards Achieving Team Work, 8 3 5 4.63 0.74
Accomplishment of Departmental Goals
4. Innovation , Growth and Exploring new resources
Strategically Orientates towards Outperforming 8 4 5 4.75 0.46
your Competitors
Adhocracy culture statistics showed that the lowest mean in the data set as 4.50
and the highest as 4.75, where the standard deviation results as 0.46 and 1.06 as the
lowest and highest observation in the data set. In addition, it is mean that the farthest
observation in the data is statement (2) depicting as 1.06; and statements (1&4) scored for
the closest observation away from the mean.

4.4.4 Descriptive Statistics: Market Culture
Table 10: Descriptive Statistics on Market Culture
Deviation
1. Competitiveness, Goal Achievement and

Environment Exchange Attributes Leads Good 8 4.00 5.00 4.87 0.35
Performance
2. Decisive , Production and Achievement Oriented

8 4.00 5.00 4.75 0.46
Leadership Style Contributes Company Goals
3. Goal Orientation , Production , and Competition
Leads Achieving Team Work , Accomplishment 8 4.00 5.00 4.62 0.51
of Departmental Goals
4. Competitive Advantage and Market Superiority
Strategically Orientates towards Outperforming 8 3.00 5.00 4.37 0.74
your Competitors
Source: Research |Data
Market culture data set shows that the lowest mean score is 4.37 and the highest
as 4.87; with standard deviation of 0.74 and 0.35 respectively. Interestingly, the lowest
mean score has the highest standard deviation. Also the lowest standard deviation score
corresponds with the highest mean score of 4.87. Accordingly, statement (4) of the data
set has the farthest distance from the mean and the other statement had closer standard
deviation scores according to the statement (4).

4.4.5 Descriptive Statistics: Organization Performance
Table 11: Descriptive statistics on Organization Performance

Deviation
1. Return On Equity, Return on Asset and Return on 8
Investment of your company satisfactorily higher 3.00 5.00 4.75 0.70
than your competitors
2. Net Profit , Annual Turnover and Profit Margin 8
of your Company are higher enough to 4.00 5.00 4.87 0.35
outperform your competitors
3. The Annual Employee turnover of your Company 8

1.00 5.00 3.25 1.28
is higher than your competitors
4. To what extend you believe that your Customers 8

are fully satisfied with the Quality of your 3.00 5.00 3.87 0.83
Services
5. Your Company Market share is very high in 8

3.00 5.00 4.37 0.74
contrast to your competitors
Valid N ( List Wise) 8
According to the performance data set, the lowest mean score is 3.25 corresponds
the highest standard deviation of 1.28; while the highest mean score is 4.87 as against
lowest standard deviation of 0.35. This meant that statement (4) has the longest distance
from data set mean; and the closest observation in the data from the mean is statement
(2).
4.4.6. Comparative Analysis on Descriptive Statistics on Culture
The comparative section of descriptive statistics on cultures – clan, adhocracy,
hierarchy and market, depicted different means and standard deviations. Accordingly,
this study found differing standard deviation values on dominant characteristics
statement. Clan culture showed 0.70, while adhocracy, hierarchy and market cultures
dominant characteristics statements depicted as 0.46, 0.46, and 0.35 respectively. It is
meant that the market culture dominant characteristics statement has the closest
concentrated observation around the mean of the data set.
The leadership style statements of all cultures showed that their standard
deviations are 0.35, 0.51, 1.06, & 0.46 according to the order of: clan, hierarchy,
adhocracy and market cultures. Therefore, the smallest spread data around the mean of
the respected data set is clan culture. In addition to that, the organizational glue
statements that the clan standard deviation portrayed as the smallest deviation value from
the mean (0.35), whilst the hierarchy became the farthest value from the mean. Also
market and adhocracy cultures are 0.51 & 0.74 values and can be ranked as the second
and the third.
In the last item, the strategic emphasis of cultures: clan, hierarchy, adhocracy and
market, shown that the standard deviations are 0.74, 0.92; 0.46 & 0.74. The smallest
deviation value from the mean 0.46 in regard to its data set and the other three standard
deviations are far away from the mean.

4.5.0. Section Three : Correlation Results

4.5.1. Correlation Results – Clan Culture and Performance
Return on equity Net Profit, Annual
To what extent you
/asset/ investment Turnover, and profit Annual employee Your company
believe that your
of your company margin of your company turnover of your market share is very
Culture Characteristics customers are fully
satisfactorily higher are higher enough to company is higher high in contrast to
satisfied with the
than your outperform your than your competitors your competitors
quality of your services
competitors competitors
Dominant Pearson
CharacteristicsCohesiven Correlation 1.000** 1.000** -.143 -.061 .204
ess, participation, teamwork Sig. (2-tailed) .000 .000 .736 .887 .629
and sense of family attributes
leads good performance N 8 8 8 8 8
Pearson
Leadership Style Correlation 1.000** 1.000** -.143 .061 .204
Mentor, facilitator, and parent-
figure leadership style Sig. (2-tailed) .000 .000 .736 .887 .629
contributes company growth
N 8 8 8 8 8
Organizational Glue Person
Loyalty, interpersonal 1.000** 1.000** -.143 -.061 .204
Correlation
cohesion and tradition and
tradition leads towards
Sig.(2-tailed) .000 .000 .736 .887 .629
achieving teamwork,
accomplishment of
departmental goals N 8 8 8 8 8
Strategic Emphasis Pearson
.882 .882 -.204 -.086 .290
Human resource development, Correlation
commitment, and morale
strategically orientates Sig.(2-tailed) .004 .004 .629 .839 .485
towards outperforming your
competitors N 8 8 8 8 8
**. Correlation is significant at the 0.01 level(2-tailed)
Table 13: Correlation Test – Clan Culture and Organizational Performance
In determining the relationship between culture and organization performance, the
researcher is utilized predetermined criterion set in the methods and procedures chapter.
Based on that, clan culture and organization performance are considered, and
accordingly, the statement: cohesiveness, participation, teamwork and sense of family
attribute leads good performance, were inquired respondents to rate a 5 point Likert scale
questionnaire; where 5 ,4,3,2 & 1 represents very strongly agree, strongly agree , agree ,
moderately agree and slightly agree respectively.
The first statement showed that the relationship between its corresponding
statements as correlation 1.000 that is significance 0.001 at the 0.01 level. It meant that
these two variables have perfect positive relationship according to +1.000 criteria.
Further, it also depicted that the second statement from performance parameters has the
same correlation 1.000 with (0.001) significance at 0.01 levels.
The dominant characteristics statement according to correlation test results that
the (Net profit, Annual turnover….) statement has perfect negative relationship with
significance of 0.736. In addition to that, it also shows that there almost no relationship
with annual employee turnover at -0.06 with 0.887 significance.
The dominant characteristics had positive relationship with market share question
from performance indicators. In reference, this relationship is conclusive on condition
that the correlation test was 0.204 and meant that the relationship is very weak.
Furthermore, the leadership style24 portrayed 1.000 with statement (1&2) of
performance parameters, for a significance value of 0.000 at the 0.05 level. In this regard,
their relationship with independent statement judged as perfect positive relationship.
In contrast, the leadership style statement showed similar correlation results and
significance scores as against the dominant characteristics statement. Therefore, the
researcher concludes that leadership style have perfect negative relationship, almost no
relationship and very weak relationship respectively. According to table 12,
organizational glue25 statement has similar correlation results and significance scores. In
this context, the relationship with the five performance indicators are perfect positive
relationship, perfect positive relationship, perfect negative relationship, and almost no
relationship and very weak relationship as in the order.
In the final analysis, the strategic emphasis26 showed correlation 0.882, 0.882, -
0.204, -0.086 & 0.290 with regard to the five parameters of performance respectively,
where significance scores as 0.004, 0.004, 0.629, 0.839 and 0.485 regarding their order.
Therefore, the researcher concludes that the relationship with each parameter is very
strong relationship, very strong relationship, almost no relationship and weak relationship
respectively.
24
Represents the second statement regarding clan culture table 12
25
Refers the third statement according to the above clan culture table 12
26
The fourth statement of the table 12
4.5.2. Correlation Results – Hierarchy Culture and Performance

To what extent you
believe that your
satisfied with the
Dominant Pearson
Correlation
.655 .655 .218 .277 .311
Characteristics
Order , rules and regulations; Sig. (2-tailed) .078 .078 .604 .506 .543
uniformity and efficiency
attributes leads good N 8 8 8 8 8
performance
Pearson
Leadership Style Correlation
.488 .098 .098 .207 .046
Coordinator, organizer, and
administrator leadership style Sig. (2-tailed) .220 .220 .818 .623 .913
N 8 8 8 8 8
Correlation
.945** .945** -.189 -.080 .090
Rules , policies & procedures,
and clear expectations leads
towards achieving teamwork , Sig.(2-tailed) .000 .000 .654 .851 .833
accomplishment of
.655 .655 -.218 -.092 -.104
Stability, predictability, and Correlation
smooth operations
*. Correlation is significant at the 0.01 level (2-tailed)
**.Correlation is significant at the 0.05 level (2-tailed)
Table 14: Correlation Test - Hierarchy Culture and Organization Performance Correlation
In analyzing the relationship between hierarchy culture and organization
performance, the researcher has organized in the following:
1. Dominant Attributes –
According to correlation results, it is evident that this statement has
positive relationship with the performance parameters. The correlations are 0.655,
0.655, 0.218, 0.277 and 0.311 respectively with significance at 0.078, 0.078,
0.604, 0.506, & 0.543 according to their order. Therefore, the relationships
between variables have moderately strong relation, moderately strong
relationship, weak relationship, weak relationship, & moderately weak
relationship respectively.
2. Leader style –
Pearson’s correlation co-efficiency showed that the relationship between
leader style and performance has positive relationship. In this regard, the return on
equity statement has moderately weak relationship with leader style at 0.488, and
0.22, significance. In addition, the net profit statement has very strong
relationship with 0.98 with significance of 0.22, where employee turnover
statement showed exactly the same correlation figure and with different
significance of 0.818.
The statement of customer satisfaction has 0.207 correlation score and it
has very weak relationship (0.623) significance. In the end, market share
statement has moderately weak relationship with a score of 0.046 correlations, at
(0.913) significance.
3. Organizational Glue –
As the correlation results depicted, the organizational glue statement has
positive relationship with return on equity statement and 0.000, significance. It
also showed that the net profit statement has 0.945 correlation value and the same
significance at 0.000 for 0.05 levels. The organizational glue statement produced
negative relationship with the annual employee statement at -0.189 and a
significance value of 0.654. Also it results that the customer satisfaction statement
has negative relationship at -0.80 and a value of 0.85 as significance.
Furthermore, the organizational glue statement portrayed that market share
statement had positive relationship at 0.90 with corresponding 0.833 significance
value. This means that they relate very strongly.
4. Strategic Emphasis –
As strategic emphasis statement showed, it has positive relationship with
return on equity and net profit statements 0.65 correlation value in each with same
significance of 0.078. It also produced negative relationship with the annual
employee, customer satisfaction and market share statements as 0.218, -0.092 & -
0.104 correlation values, with significance of 0.604, 0.828, & 0.807 respectively.
4.5.3. Correlation Results – Adhocracy Culture and Organization Performance

To what extent you
believe that your
satisfied with the
Dominant Pearson
.655 .655 .218 .277 -.104
Characteristics Correlation
Creativity, Entrepreneurship, Sig. (2-tailed) .078 .078 .604 .506 .807
adaptability, and dynamism
attributes leads good N 8 8 8 8 8
performance
Pearson
Leadership Style Correlation
.945 .945 .000 .080 .090
Entrepreneur, Innovator and
risk taker leadership style Sig. (2-tailed) .000 .000 1.000 .851 .833
N 8 8 8 8 8
.882 .882 .068 .144 .290
Entrepreneurship, flexibility, Correlation
and risk taking leads towards
achieving teamwork , Sig.(2-tailed) .004 .004 .873 .734 .485
accomplishment of
-.218 -.218 .218 .277 .311
Innovation, Growth and Correlation
exploring new resources
Table 15: Correlation test – Adhocracy Culture and Organization Performance
Adhocracy culture correlation table shows that dominant characteristics statement
is positively correlated with return on equity, net profit, employee turnover, and customer
satisfaction statements as 0.655, 0.655, 0.218 & 0.277 respectively. The significance
values of these statements also are 0.78, 0.78, 0.604, & 0.506 according to their order.
The dominant characteristics is only has negative relationship with market share
statement at -0.104 correlation value and a significance level of 0.807.
Leadership style statement also has positive relationship with the dependent
variables as the values in the bracket (0.945, 0.945, 0.80, & 0.90) with significance
values: 0.000, 0.000, 1.000, 0.851, & 0.833 according to their order
Furthermore, organizational glue has also positive relationship with the dependent
variables. The first positive correlation value with return on equity results 0.882 with
corresponding significance value of 0.004; whilst the value of correlation with net profit
statement produced the same values. The annual employee turnover statement also has
positive value of 0.068 correlations, and significance of 0.873. And the market share
statement showed 0.290 as correlation value and significance of 0.485.
And the strategic emphasis statement has negative relationship with return on
equity and net profit statements with -0.218 correlation value and significance of 0.604 in
each dependent variable. Accordingly, the annual employee turnover statement depicted
as correlation 0.218, and significance value of 0.604. With this regard, the customer
satisfaction and market share statements produced positive relationship with the
independent variable for values of 0.277 & 0.311 correlation and significance of 0.506,
and 0.453 respectively.

4.5.4. Correlation Results – Market Culture and Performance

To what extent you
believe that your
satisfied with the
Dominant Pearson
Characteristics Correlation 1.000** 1.000** -.143 -.061 .204
Competitiveness , goal Sig. (2-tailed) .000 .000 .736 .887 .629
achievement and environment
exchange attitudes leads good N 8 8 8 8 8
performance
Leadership Style Pearson
Decisive, production , and Correlation .655 .655 .218 .277 -.1.4
achievement oriented
Sig. (2-tailed)
leadership style contributes .078 .078 .604 .506 .807
company goals N 8 8 8 8 8
Goal orientation, production Correlation .488 .488 .098 .207 -.325
and competition leads
achieving team work, Sig.(2-tailed)
accomplishment of .220 .220 .818 .623 .433
.204 .204 .204 .316 .-.290
Competitive advantage and Correlation
market superiority
Table 16: Correlation test – Market Culture and Organization Performance
In the final analysis, the researcher found that the dominant characteristics have
positive relationship with dependent variables except annual employee turnover &
customer satisfaction statements, where these two result negative relationship. Return on
equity and net profit showed 1.000 correlation values and significance of 0.000 at the
0.05 level respectively. In addition to this, annual employee turnover, and customer
satisfaction statement correlation values are -0.143 & -0.061, and consequently reported
significance values of 0.736 & 0.887 accordingly. Also market share statement has
positive relationship value of 0.204 and significance value of 0.629.
The leadership style has positive relationship with all variables except the market
share statement for a negative value of -0.14, and significance of 0.07. The positive
correlation values are: 0.655, 0.655, 0.218 & 0.277 according to their order; where it also
has corresponding significance values 0.078, 0.078 & 0.604 with regard to the order of
the table.
Organizational glue statement has positive relationship with the dependent
variables as following: 0.488, 0.488, 0.098, & 0.207 respectively; whereas the
significance values are 0.220, 0.220, 0.818, & 0.623 as in the order of the table. The
negative dependent variable further showed the market share statement has negative
relationship with the independent variable.
The strategic emphasis also produced positive relationship with market share,
customer satisfaction and employee annual turnover statement as 0.204, 0.204, and 0.316
with corresponding significance values of 0.629, 0.629 and 0.629 accordingly. The
market share statement showed -0.290 negative correlation relationships exist between
independent and dependent variable, and significance value of 0.485.

CHAPTER FIVE: DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.1. Introduction
This chapter related to discussing and making conclusions on the basis of research
data analyzed in the previous chapter. The author organized into two sections: discussion
& conclusion, and recommendations. It also considered in this chapter further research
suggestion to explore more about the organizational culture.
5.2. Discussion and Conclusion
5.2.1 Section One: Organizational Culture Profile
Theoretically, (Cameron & Quinn, 2006) writes that the congruent culture is
meant the strategy, leadership style; reward system, approach to managing employees,
and dominant characteristics all tend to emphasize the same set of cultural values (p.73).
Cameron & Quinn, et al (2006) has found that congruent cultures, although not a
prerequisite for success, are more typical of high – performing organizations than
incongruent cultures; and culture congruency ,and its association with high performance
is more likely to be connected to unit performance than to the overall performance of a
large, complex corporation.
In this context, departmental wise in dimensions showed that Market culture is
dominated. Accordingly, the researcher has concrete evidence to conclude that congruent
culture is being observed in dimensional wise for all departments.

Table 17: Dimensional Wise Analysis on Culture Types <Existing>

Cultures Dominant Leadership Employee Organizational Strategic Criteria
Characteristics Style Mgt. Glue Emphasis Of
Success
Sales D B C D B D
Technical D B D C D D
Marketing B A D D D B
In addition, the organizational culture profile is also market culture with regard to
the data analysis results. Al though the results has shown that the clan culture is the
dominated culture type in the preferred cultures, whilst Hierarchy, adhocracy and market
cultures presented in approximately equal frequencies.
Table 18: Dimensional Wise Analysis on Culture Types <Preferred>

Cultures Dominant Leadership Employee Organizational Strategic Criteria
Characteristics Style Mgt. Glue Emphasis Of
Success
Sales C C C C B D
Technical B A A B A D
Marketing A A D A A A
Hence, this section concludes that the organizational culture profile of Telesom
Company is market culture and observed that the other culture types are somewhat nearly
considered. It also showed with concrete evidence that there congruent culture in
dimensional wise is observed. And accordingly, Cameron et al (2006) writes that at least
ten (10) points in the preferred column suggests a cultural change with an in depth
assessment; and therefore, the study concludes that Telesom employees are of the opinion
to shift from market culture as the dominant to clan culture in the near future.
5.2.2. Section Two: Correlation between Culture and Organization Performance
deals with this section to present conclusion that their relationship exist or not. According
to the data analysis, it is organized into four cultures in attempt to assess their relationship
with performance in each culture.
5.2.2.1 Clan Culture Correlation Verification
The clan culture showed that the dominant characteristics have positive
relationship with return on equity/investment/asset and net profit/annual turnover/profit
margin statements at significance correlation at 0.01 levels. It also meant that when r =
+1, then the dominant characteristics have very strong positive relationship with these
variables.
Moreover, the dominant characteristics have perfect negative relationship with
customer satisfaction, and annual employee turnover at -0.143 and -0.061. A positive
relationship is observed at 0.204 with p value of 0.629. It implies that r2 = 0.79, this shift
can be explained at 79% of the relationship is represented at this point.
The leadership style statement also concluded that it have very strong positive
relationship with return on equity and net profit statement at r = +1, p, 0.001. This
statement also have positive relationship with 0.061, 0.204 at p values of 0.887 & 0.629
respectively. The leadership style statement has negative relationship with annual
employee turnover statement at -0.143 with p value of 0.736.

Organizational glue statement has very strong positive relationship with return on
equity and net profit statement at p 0.001. Both the annual employee turnover and
customer satisfaction statements portrayed negative relationship with organizational glue
statement at -0.143 and -0.061 respectively; while 0.204 positive relationship is observed
in the data according to market share statement against the organizational glue.
The strategic emphasis statement presented at 0.882 correlation values and 0.004
significance values with return on equity and net profit statements. It also observed in the
data set that annual employee turnover and customer satisfaction statements shown
negative relationship with strategic emphasis, whilst the market share statement linked in
positively.
According to the above analysis, this study concluded that clan culture has
established relationship with the organization performance as with the evidence that the
return on equity, net profit , and market share statements’ have positive relationship with
the culture characteristics.
5.2.2.2. Hierarchy Culture Correlation Verification
The study on organizational culture and performance relationship is being tested
in Pearson correlation coefficient; and it produced that the dominant characteristics
statement has positive relationship at 0.65, 0.65, 0.218, 0.277 & 0.311. The study
concludes that their degrees vary as moderately strong relation, moderately strong
relationship, weak relationship, weak relationship, & moderately weak relationship
respectively.
As the leadership style presented that the relationship between leader style and
performance was positive relationship, and the return on equity statement is moderately
weak relationship with leader style at 0.488, and 0.22, significance. In addition, the net
profit statement has very strong relationship with 0.98 with significance of 0.22, where
employee turnover statement showed exactly the same correlation figure and with
different significance of 0.818.
The statement of customer satisfaction at 0.207 correlation score with very weak
relationship of significance value (0.623) In the end, market share statement has
moderately weak relationship with a score of 0.046 correlations, at (0.913) significance.
Regarding the data analysis section on hierarchy culture, the organizational glue
and strategic emphasis has portrayed that the relationship between these statements and
the dependent variables has evidently proofed.
Therefore, the researcher, according to the data analysis, the relationship between
hierarchy culture and organization performance is observed on the basis of the research
data, and the evidence can be seen on the positive relationship between culture
characteristics and the return on equity and net profit statements.
5.2.2.3 Adhocracy Culture Correlation Verification
The adhocracy culture characteristics, regardless of the nature of the relationship,
it presented that their relationship exists and have impact on organizational performance.
The dominant characteristics correlation values showed positive relationship with
performance variables except market share statement27. Further, the leadership style
27
Return on Equity (0.655) Net Profit (0.655) Annual Employee (0.218), Customer Satisfaction(0.277) Market
Share (-0.104)
statement showed that the relationship between the dependent and independent variables
is positive28 with varying degrees.
The organizational glue also presented positive relationship with the dependent
variable at varying degrees29. On the contrary, the strategic emphasis statement showed
that the return on equity and net profit statements have negative relationship with the
independent variable at -0.218 in each, whilst the other three dependent variables shown
as positive relationship with it at 0.218, 0.277 & 0.311 according to their order.
Therefore, the adhocracy culture has relationship with organizational
performance. Also it is concluded that the positive relationship of adhocracy culture with
the dependent variables are observed in the data set.
5.2.2.4. Market Culture Correlation Verification
The market culture has proofed according to the data set that return on equity, net
profit & market share statement have positive relationship with dominant culture. The net
profit and return on equity displayed similar correlation values at 1.000 (0.001
significance). This means that the relationship is very strong positive linear relationship.
It also showed that the relationship with annual employee turnover and customer
satisfaction statements is negative; and significance of 0.736 & 0.887 respectively.
28
Return on equity (0.945) net profit (0.945) annual employee(0.001) customer satisfaction(0.08) and 0,090
29
(0.882), (0,882) (0.068)(0.144)(0.290)
Furthermore, leadership style statement has positive relationship with return on
equity30, net profit31, and annual employee32 and customer satisfaction33 statements,
whilst it portrayed market share statement in a negative correlation value of -0.14.
Organizational glue statement has positive relationship with the dependent
variables as following: 0.488, 0.488, 0.098, & 0.207 respectively;. The negative values
showed that the market share statement has negative relationship with the independent
variable. The strategic emphasis also results a positive relationship with market share,
customer satisfaction and employee annual turnover statement as 0.204, 0.204, and 0.316
accordingly. The market share statement showed -0.290 negative relationships exist
between independent and dependent variable, and significance value of 0.485.
Thus, the research concludes that the relationship between organizational cultures
– market culture is established with varying positive and negative relationships.
5.3 Recommendations
The study on exploring linkage between organizational culture and organizational
performance proofed statistically that their relationship is established. On the basis of this
facts, the researcher attempts to offer recommendations based on the study. Therefore,
the following advices were offered to:
 Re assess the existing organizational culture by considering the suggestion of
their employees, and improve employee management system.
30
0.655
31
0.655
32
0.218
33
0.277 ,
 Investigate in an in-depth awareness and understanding of departmental
environment to align sub-unit organizational culture.
 Continuously monitor internal and external environments in an organizational
wise to match the existing culture and the prevailing economic, social and
political trends.
5.4. Further Research Suggested
concludes that organizational culture has firm relationship with company performance.
Accordingly, this study considered limited data collection instruments – questionnaires,
and the timeframe & the resources were not enough to deeply assess in this field.
Therefore, the author suggests other researchers, academicians and students to
conduct and deeply investigate the organizational culture and its impact on organizational
performance by sufficiently resourced and given adequate period.

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ANNEXES
ANNEX A - Frequency Tables:
i. Hierarchy Culture
Order , Rules and Regulations ; Uniformity and Efficiency Attributes Leads Good
Performance
Frequency Percent Valid Percent Cumulative

Percent
Strongly Agree 2 25.0 25.0 25.0
Valid Very Strongly Agree 6 75.0 75.0 100.0
Total 8 100.0 100.0
Coordinator, Organizer , and Administrator Leadership Style Contributes Company

Growth

Percent
Total 8 100.0 100.0
Rules , Policies & Procedures , and Clear Expectations Leads Towards Achieving Team
Work , Accomplishment of Departmental Goals

Percent
Moderately Agree 1 12.5 12.5 12.5

Valid
Very Strongly Agree 6 75.0 75.0 100.0
Total 8 100.0 100.0

Stability, Predictability and Smooth Operations Strategically Orientates towards


Percent
Agree 2 25.0 25.0 25.0
Total 8 100.0 100.0
ii. Clan Culture
Cohesiveness, Participation , Team Work and Sense of Family Attributes Leads Good
Performance

Percent
Agree 1 12.5 12.5 12.5
Total 8 100.0 100.0
Mentor, Facilitator, and Parent-Figure Leadership Style Contributes Company Growth

Percent
Total 8 100.0 100.0
Loyalty , Interpersonal Cohesion and Tradition Leads towards achieving Team Work ,
Accomplishment of departmental Goals

Percent
Total 8 100.0 100.0

Human Resource Development, Commitment, and Morale Strategically Orientates

Towards Outperforming your Competitors

Percent
Agree 1 12.5 12.5 12.5

Valid
Total 8 100.0 100.0
iii. Market Culture
Competitiveness, Goal Achievement and Environment Exchange Attributes Leads

Good Performance

Percent
Total 8 100.0 100.0
Decisive , Production and Achievement Oriented Leadership Style Contributes

Company Goals

Percent
Total 8 100.0 100.0
Goal Orientation , Production , and Competition Leads Achieving Team Work ,


Percent

Total 8 100.0 100.0

Competitive Advantage and Market Superiority Strategically Orientates towards


Percent
Agree 1 12.5 12.5 12.5

Valid
Total 8 100.0 100.0
v. Adhocracy Culture
Creativity, Entrepreneurship , Adaptability and Dynamism Attributes Leads Good

Performance

Percent
Total 8 100.0 100.0
Entrepreneur , Innovative and Risk taker Leadership Style Contributes Company

Growth

Percent

Valid
Total 8 100.0 100.0

Entrepreneurship , Flexibility, and Risk taking Leads towards Achieving Team Work,

Percent
Agree 1 12.5 12.5 12.5

Valid
Total 8 100.0 100.0
Innovation , Growth and Exploring new resources Strategically Orientates towards


Percent
Total 8 100.0 100.0
vi. Organization Performance
Return On Equity, Return on Asset and Return on Investment of your company

satisfactorily higher than your competitors

Percent
Agree 1 12.5 12.5 12.5
Total 8 100.0 100.0
Net Profit , Annual Turnover and Profit Margin of your Company are higher enough to
outperform your competitors

Percent

Total 8 100.0 100.0
The Annual Employee turnover of your Company is higher than your competitors

Percent
Slightly Agree 1 12.5 12.5 12.5
Agree 2 25.0 25.0 50.0

Valid
Total 8 100.0 100.0
To what extend you believe that your Customers are fully satisfied with the Quality of
your Services

Percent
Agree 3 37.5 37.5 37.5

Valid
Total 8 100.0 100.0
Your Company Market share is very high in contrast to your competitors

Percent
Agree 1 12.5 12.5 12.5

Valid
Total 8 100.0 100.0

ANNEX B- SALES DEPARTMENT – OCAI DATA IN DIMENSIONAL WISE
DOMINANT CHARACTERISTICS
EXISTING PREFERRED
A 186 196
B 180 180
C 210 220
D 224 204
800 800
ORGANIZATIONAL LEADERSHIP
EXISTING PREFERRED
A 202 189
B 210 179
C 198 220
D 190 212
800 800
EMPLOYEE MANAGEMENT
EXISTING PREFERRED
A 200 200
B 188 190
C 222 222
D 190 188
800 800
ORGANIZATIONAL GLUE
EXISTING PREFERRED
A 205 205
B 188 188
C 196 207
D 211 200
800 800
STRATEGIC EMPHASIS
EXISTING PREFERRED
A 193 193
B 207 205
C 198 200
D 202 202
800 800
CRITERIA SUCCESS
EXISTING PREFERRED
A 187 187
B 196 199
C 190 190
D 227 224
800 800
Marketing Department – OCAI Data in Dimensional Wise
N = 10
EXISTING PREFERRED
A 260 280
B 290 205
C 179 250
D 271 265
1000 1000
EXISTING PREFERRED
A 287 297
B 217 235
C 222 210
D 274 258
1000 1000
EMPLOYEE MANAGEMENT
EXISTING PREFERRED
A 261 265
B 248 240
C 210 212
D 281 283
1000 1000
ORGANIZATIONAL GLUE
EXISTING PREFERRED
A 214 342
B 285 202
C 198 190
D 303 266
1000 1000
STRATEGIC EMPHASIS
EXISTING PREFERRED
A 260 344
B 265 175
C 180 290
D 295 191
1000 1000
CRITERIA SUCCESS
EXISTING PREFERRED
A 200 252
B 296 300
C 224 228
D 280 220
1000 1000
Technical Department – OCAI Data Dimensional Wise
N=7
EXISTING PREFERRED
A 135 140
B 185 205
C 180 180
D 200 175
700 700
EXISTING PREFERRED
A 140 225
B 200 150
C 170 150
D 190 175
700 700
EMPLOYEE MANAGEMENT
EXISTING PREFERRED
A 160 220
B 170 140
C 175 135
D 195 205
700 700
ORGANIZATIONAL GLUE
EXISTING PREFERRED
A 150 160
B 160 210
C 205 165
D 185 165
700 700
STRATEGIC EMPHASIS
EXISTING PREFERRED
A 100 225
B 215 140
C 155 130
D 230 205
700 700
CRITERIA SUCCESS
EXISTING PREFERRED
A 140 165
B 185 160
C 170 170
D 205 205
700 700
ANNEX C- OCAI Questionnaire
The questionnaire comprises of 6 (six) parts, each consists four questions. You're to fill in
each part separately by ensuring that each part will not exceed 100 points. Each column,
Existing and Preferred should be counted each for 100 points. If you feel that the first
question according to your organization is related in an extended degree, you could fill
like 60 the next highest degree 25 and the next 10 and least like 5 which will total 100
points. When you fill existing for all parts then preferred column will be next to fill as
you did. Please don't hesitate to call me on my phone as 063-4615500 and I will clarify as soon
as you needed.
NOTE: this questionnaire is fact based research in which employees should judge as
against their organization. Please take your time to fill seriously the highest extent degree
possible.
1. Please identify your Department
Sales Department Marketing Department
Technical Department
2. Age Distribution
15 – 25 26 – 36 37- 47 48 – 58
59 – 69
3. Please check according to your years of service with Telesom
1–3 4- 5 6- 8 9 – 12
4. Educational Level
Secondary Education /equivalent Bachelor Master
PHD
Section Two: Organizational Culture Assessment Instrument Questionnaire
1. Dominant Characteristics
A. The organization is a very personal place. It is like an extended family. People seem
to share a lot of themselves
B. The organization is a very dynamic entrepreneurial place.
People are willing to stick their necks out and take risks
C. The organization is very results oriented. A major concern is with getting job done.
People are very competitive and achievement oriented
D. The Organization is a very controlled and structured place. Formal procedures
generally govern what people do.
2. Organizational Culture
A. The leadership in the organization is generally considered to exemplify mentoring,
facilitating or nurturing
B. the leadership in the organization is generally considered to exemplify entrepreneurship,
innovating, or risk taking
C. The leadership in the organization is generally considered to exemplify a no-nonsense ,
aggressive, results- oriented focus
D. The Leadership in the organization is generally considered to exemplify coordinating,
organizing, or smooth- running efficiency
3. Employee Management
A. The management style in the organization is characterized by teamwork, consensus, and
participation
B. The Management style in the organization is characterized by individual risk-taking ,
innovation, freedom , and uniqueness
C. The management style in the organization is characterized by hard-driving
competitiveness, high demand, and achievement
D. The management style in the organization is characterized by security of employment,
conformity, predictability , and stability in relationships
4. Organizational Glue
A. The glue that holds the organization together is loyalty and mutual trust commitment to
this organization runs high.
B. The glue that holds the organization together is commitment to innovation and
development. There is an emphasis on being on the cutting edge.
C. The glue that holds the organization together is the emphasis on achievement and goal
accomplishment. Aggressiveness and winning are common themes
D. The glue that holds the organization together is formal rules and policies. Maintaining a
smooth-running organization is important
5. Strategic Emphases
A. The organization emphasizes human development; high trust, openness, and participation
persist
B. The organization emphasizes acquiring new resources and creating new challenges.
Trying new things and prospecting for opportunities are valued.
C. The organization emphasizes competitive actions and achievement. Hitting stretch targets
and winning in the market place are dominant.
D. The organization emphasizes permanence and stability. Efficiency, control, smooth
operations are important
6. Success Criteria
A. The Organization defines success on the basis of the development of human resources,
teamwork , employee commitment, and concern for people
B. The organization defines success on the basis of having the most unique or newest
products. It is a product leader and innovator
C. The Organization defines success on the basis of winning in the market place and
outpacing the competition. Competitive market leadership is a key.
D. The organization defines success on the basis of efficiency. Dependable delivery, smooth
scheduling and low-cost production are critical.
ANNEX D – LIKERT SCALE QUESTIONNAIRE
Section One: General Information
5. Please identify your branch location
Hargeisa Borama Berbera Las-Anod
Buroa
6. Check your status in the company

Middle Level Manger Supervisor
7. Age Distribution
15 – 25 26 – 36 37- 47 48 – 58
59 – 69
8. Please check according to your years of service with Telesom
1–3 4- 5 6- 8 9 – 12
9. Educational Level
Secondary Education /equivalent Bachelor Master
PHD
Section Two: Please Mark (x) below the Likert Scale for the following statements as you
believe. 5 = Very Strongly Agree, 4 = Strongly Agree 3 = Agree, 2 = Moderately Agree, 1 =
Slightly Disagree
Adhocracy Culture 5 4 3 2 1
1. Creativity, Entrepreneurship , Adaptability and
Dynamism Attributes Leads Good Performance
2. Entrepreneur , Innovative and Risk taker Leadership
Style Contributes Company Growth
3. Entrepreneurship , Flexibility, and Risk taking Leads
towards Achieving Team Work, Accomplishment of
Departmental Goals
4. Innovation , Growth and Exploring new resources
Strategically Orientates towards Outperforming your
Competitors
Hierarchy Culture 5 4 3 2 1
1. Order , Rules and Regulations ; Uniformity and
Efficiency Attributes Leads Good Performance
2. Coordinator, Organizer , and Administrator Leadership
Style Contributes Company Growth
3. Rules , Policies & Procedures , and Clear Expectations
Leads Towards Achieving Team Work ,
4.
Clan Culture 5 4 3 2 1
1. Cohesiveness, Participation , Team Work and Sense of
Family Attributes Leads Good Performance
2. Mentor, Facilitator, and Parent-Figure Leadership Style
Contributes Company Growth
3. Loyalty , Interpersonal Cohesion and Tradition Leads
towards achieving Team Work , Accomplishment of
departmental Goals
4. Human Resource Development, Commitment, and
Morale Strategically
Orientates Towards Outperforming your Competitors
Market Culture 5 4 3 2 1
1. Competitiveness, Goal Achievement and Environment
Exchange Attributes Leads Good Performance
2. Decisive , Production and Achievement Oriented
Leadership Style Contributes Company Goals
3. Goal Orientation , Production , and Competition Leads
Achieving Team Work , Accomplishment of
Departmental Goals
4. Competitive Advantage and Market Superiority
Strategically Orientates towards Outperforming your
Competitors
Performance 5 4 3 2 1
1. Return On Equity, Return on Asset and Return on
Investment of your company satisfactorily higher than
your competitors
2. Net Profit , Annual Turnover and Profit Margin of your
Company are higher enough to outperform your
competitors
3. The Annual Employee turnover of your Company is
higher than your competitors
4. To what extend you believe that your Customers are
fully satisfied with the Quality of your Services
5. Your Company Market share is very high in contrast to
your competitors
ANNEX E - TELESOM ORGANIZATIONAL STRUCTURE

Exploring Linkage Between Organizational Culture and Performance - A Case Study of Telesom Company Somaliland

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Organizational Culture 1

Exploring Linkage between Organizational Culture and Performance:

Nur Yusuf Abdilahi

ABAARSO TECH UNIVERSITY

EXPLORING LINKAGE BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE:

BY: NUR YUSUF ABDILAHI NUR

Nur Yusuf Abdilahi

John Paul Otieno

Ahmed Ismail Abdi

member of Abaarso Tech. University. He provided invaluable guidance and support to

distributed and collected research questionnaire; where he offered all possible

encouraged in accomplishing this significant academic work.

And Finally, I must express my very profound gratitude to my parents for

providing me with consistent support and continuous encouragement throughout my

been possible without them. Thank You.

1.1 Background to the Study 1

1.2 Problem Statement 2

1.3 Objective of Research 3

1.3.1 General Research Objectives 3

1.3.2 Specific Research Goals 3

1.4 Research Questions 4

1.5 Relevance of Study 5

1.6 Scope& Time-frame of study 5

1.6.2 Time –Frame 5

1.7 Organization of the Study 6

2.0 Review of Literature 8

2.1 Defining Organizational Culture 8

2.2 Organizational Theories and Models 9

2.3 Organizational Culture and Performance 12

5.0 Discussion, Conclusion and Recommendations 49

Table 02: Response Rate 26

Table 03: Distribution of Respondents 27

Table 04: Geographic Distribution of respondents 27

Table 05: Sex Distribution 27

Table 06: Age Distribution 27

Table 07: Years of Service 28

Table 08: Descriptive statistics on Clan Culture 32

Table 09: Descriptive Statistics on Hierarchy Culture 33

Table 10: Descriptive Statistics on Adhocracy Culture 34

Table 11: Descriptive Statistics on Market Culture 35

Table 12: Descriptive statistics on Organization Performance 36

Table 13: Correlation Test – Clan Culture and Organization Performance 38

Table 14: Correlation Test – Hierarchy Culture and Organization Performance 41

Table 15: Correlation Test – Adhocracy Culture and Organization Performance 44

Table 16 Correlation Test – Market Culture and Organization Performance 46

Table 17: Dimensional Wise Analysis on Culture Types <Existing> 50

Table 18:Dimensional Wise Analysis on Culture Types <Preferred> 50

Figure 01: Levels of Culture and Their Interactions 11

Figure 02: Competing Values Framework 16

Figure 03: Conceptual Framework 18

Figure 04: Marketing Department Culture Profile 28

OCAI Organizational Culture Assessment Instrument

The study on exploring linkage between organizational culture and performance

attempted to assess the relationship between organizational culture as independent

variable and the organizational performance as dependent variable. Moreover, the

of the company; explore linkage between organizational culture and performance.

Furthermore, this study employed stratified sampling method, in which it is

organizational culture and performance. It also employed Pearson correlation coefficient

calculated in SPSS with descriptive statistics.

– clan, adhocracy, hierarchy & market cultures, analyzed independently with

organization performance. It was used to test correlation coefficient linear relationship

the relationship; rather it tested whether or not their relationship exists.

In conclusion, the study established that the relationship between organizational

culture and organizational performance is real phenomenon in Somaliland according to