MBA VI Master of Business Administration Program “Management and Finance” 2009 – 2011 Maastricht School of Management
“Measuring the Organizational Culture at Telesur.”
By Arnold Karsters.
Supervised by Professor Silvio de Bono This paper was submitted in partial fulfillment of the requirements for the degree of Master of Business Administration (MBA) at the Maastricht School of Management (MSM) and The FHR Institute for Social studies (FHR)
Paramaribo, December 15th 2011
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Acknowledgement First I like to thank my employer Telesur for choosing me to be among the special group to follow the MBA 6 program. My sincere gratitude to my supervisor Professor Silvio de Bono would keep up with me through all the phases of the thesis writing. His knowledge, comments and patience motivated me to make the best of it. I also want to thank my colleagues who motivated me to keep on going and don‟t give up during the burnouts. A special thanks to Mr.Hans Lim A Po and his team for providing Suriname with this opportunity for sharing and developing knowledge among its professionals. I also thank my fellow students who mad this study period a special and challenging period. I thank my wife and kids who had to put up with me during those long study nights. Most of all I thank my Lord and Savior Jezus Christ who gave me the wisdom and strength to endure these 2 years.
Arnold Karsters Paramaribo 15 December 2011.
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Abstract This thesis deals with the measurement of the organizational and subcultures of Telesur and its directorates. This thesis describes the literature review on the subject of culture and other research that is based on the OCAI questionnaire which is build on the theoretical frame work of the Competing Value Framework. The elaboration on the result of this research can be found in the conclusion and recommendation chapter of this thesis. Research on the subject of organizational culture sometimes also referred as corporate culture showed that The Telecommunication Company Suriname “ Telesur” has no dominant existing culture. The respondents were also asked to give their perception of how they want to experience the culture of Telesur over 5 to ten years. This perceived culture is seen as the preferred culture. According the model used for the research there was no significant difference between the existing organizational culture and the preferred organizational culture. Further research on the “Subcultures” also showed that there are no dominant subcultures across the directorates. In fact the overall view is that there is little difference in the existing culture and the subcultures of the directorates. Statistical test through the use of the Statistical Program for Social Science were carried out to test the significance of the findings mentioned above. These statistical test proved to be in line with the findings of the model.
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List of abbreviations OCAI
Organizational Culture Assessment Instrument
HRM
Human Resource Management
LTT
Lands Telefoon en Telegraaf Bedrijf
TAS
Telecommunication Authority Suriname
TRIM
The Right Manager on the Right Place
CVF
Competing Value Framework
SPSS
Statistical Program for Social Science
RQ
Research Question
AD
Algemeen Directoraat (Directorate of General Affairs)
FEZ
Financieel Economische Zaken (Directorate of Financial Affairs)
CZ
Commerciele Zaken (Directorate of Commercial Affairs)
OZ
Operationele Zaken (Directorate of Operations)
MSAI
Management Skill Assessment Instrument.
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List of tables Table 3.1:
Population of Telesur
Table 4.1:
Overall response rate Telesur
Table 4.2:
Means of existing culture
Table 4.3:
Means of preferred culture
Table 4.4:
Response rate Directorates
Table 4.5:
Means of the Directorates
Table 4.6:
Correlation values between the variables of the existing culture of Telesur
Table 4.7:
Correlation value between the variables of the preferred culture of Telesur
Table 4.8:
Correlation value between the variable of the culture of the Directorate ( as Appendix 6)
Table 4.9:
Paired sample statistics
Table 4.10:
Paired sample correlations
Table 4.11:
Paired sample test results
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List of figures Figure 1:
Research model
Figure 2.1:
Levels of culture according Edgar Schein
Figure 2.2:
Cultural framework
Figure 4.1:
The competing value framework visualization of the existing and Preferred culture
Figure 4.2:
The competing value framework visualization of the culture of the four Directorates
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Table of Contents Acknowledgement ....................................................................................................................... 1 Abstract ........................................................................................................................................ 2 List of abbreviations .................................................................................................................... 3 List of tables ................................................................................................................................. 4 List of figures ............................................................................................................................... 5 Chapter 1: Introduction. ............................................................................................................... 9 1.1.
Culture............................................................................................................................... 9
1.2.
Organizations until the late 70 „s. ................................................................................... 10
1.3.
Organizations from the 80‟s. ........................................................................................... 10
1.4.
Introduction to Telesur. ................................................................................................... 10
1.5. Problem definition. .............................................................................................................11 1.6.
Change program Telesur. ................................................................................................ 12
1.7.
Research Model. ............................................................................................................. 12
1.8.
Research questions. ......................................................................................................... 13
1.9.
Research Hypotheses. ..................................................................................................... 13
1.10. Research Objective. ........................................................................................................ 14 1.11.
Scope and limitations. ................................................................................................... 14
1.12. Relevance of the research. .............................................................................................. 14 1.13. Research methodology. .................................................................................................... 15 Chapter 2 Literature overview. .................................................................................................. 16 2.1.
Introduction. .................................................................................................................... 16
2.2.
Basic understanding of organizational Culture. .............................................................. 16
2.3.
Importance of culture. ..................................................................................................... 17
2.4.
Levels of culture. ............................................................................................................ 18
2.4.
How a culture emerges. .................................................................................................. 19
2.5.
Ways to study Culture. .................................................................................................... 20
2.6.
The structure of the Competitive Value Framework. ...................................................... 21
2.6.
The Quinn model culture types . ..................................................................................... 23
2.6.1.
The Clan Culture. .................................................................................................... 23
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2.6.2. The Hierarchy Culture. ............................................................................................ 23 2.6.3. The Adhocracy Culture. .......................................................................................... 23 2.6.4. The Market Cultures. ............................................................................................... 24 2.7. Dominant and weak cultures .......................................................................................... 24 2.8.
Subcultures. ..................................................................................................................... 25
2.9.
Bases for subculture formation. ...................................................................................... 26
2.10. Type of Subcultures. ....................................................................................................... 27 2.11. Consequences of subcultures in an organization. ........................................................... 28 Chapter 3: Research Methodology. ........................................................................................... 30 3.1.
Introduction. .................................................................................................................... 30
3.2.
The research framework. ................................................................................................ 30
3.3.
Research Problem. ......................................................................................................... 30
3.4.
Research Objective. ........................................................................................................ 31
3.5.
Research design. ............................................................................................................ 31
3.6.
Collection of data. ........................................................................................................... 32
3.7.
Measuring of the variables. ............................................................................................ 33
3.7.1. The independent variable......................................................................................... 33 3.7.2. Dependant variable. ................................................................................................. 33 3.7.3. The controlling variable........................................................................................... 34 3.8. Analyzing data. .............................................................................................................. 34 3.8.1. 3.8.2. 3.8.3. 3.8.4. 3.8.5. 3.12. Chapter 4
Analysis for the overall existing culture. ................................................................ 34 Analysis of the preferred culture. ............................................................................ 34 Analysis on Subcultures. ......................................................................................... 34 Analysis on homogeneity......................................................................................... 35 Hypotheses testing. ................................................................................................. 35 Limitations in the data. ............................................................................................ 35 Data findings. ........................................................................................................... 36
4.0.
Introduction. .................................................................................................................... 36
4.1.
The dataset. ..................................................................................................................... 36
4.2.
Main findings. ................................................................................................................. 36
4.2.1. Response rate for existing and preferred cultures. .................................................. 36 4.2.2. Findings for existing culture......................................................................................... 37 4.2.3. Findings for preferred culture. ...................................................................................... 37 4.2.4. Visualization of the existing and preferred culture....................................................... 38 4.3. Findings for the subcultures. ........................................................................................... 39 4.3.1. Visualization of the Subcultures of the four directorates. ............................................ 40 4.3. Secondary (SPSS) findings. ............................................................................................ 41 MBA VI Management and Finance
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4.3.1. Correlation analysis. ..................................................................................................... 41 4.3.2. Paired sample analyses findings. .................................................................................. 43 4.3.4. Paired sample t test analysis. ........................................................................................ 45 Chapter 5. Conclusions and Recommendations......................................................................... 46 5.1.
Introduction. .................................................................................................................... 46
5.2.
Main conclusions. ........................................................................................................... 46
5.2.1. The dominant culture of Telesur. ............................................................................. 46 5.2.2. The strength of the culture of Telesur. .......................................................................... 47 5.2.3. Discrepancy between the existing and preferred culture. ............................................. 47 5.2.4. The subcultures of the directorates. .............................................................................. 47 5.2.5. The congruence of the subcultures. .............................................................................. 48 5.3. Secondary conclusions. ................................................................................................... 48 5.3.1. Conclusion on the correlation of the existing culture of Telesur. ................................. 48 5.3.2. Conclusion on the correlation of the preferred culture of Telesur. ............................... 48 5.3.3.Conclusion on the paired sample T test. ........................................................................ 49 5.3.5. Overall conclusion on the culture of Telesur. ............................................................... 50 5.4. Recommendations. .............................................................................................................. 50 Bibliography .............................................................................................................................. 52 APPENDIX 1. The OCAI questionnaire used. .......................................................................... 54 Appendix 2. Averges of the Directorate of Financial Affairs. .................................................... 57 Appendix 3. Averages of the Directorate of Commercial Affairs. ............................................. 58 Appendix 4. Averages of the Directorate of Operations. ........................................................... 59 Appendix 5. Averages of the Directorate of General Affairs. .................................................... 61 Appendix 6.Correlation table for the Directorates. .................................................................... 63
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Chapter 1: Introduction. 1.1.
Culture.
People from other countries think, feel and act differently as we are used to. Also fellow citizesfrom an other area or social class often act differently than us.In the open community of today everybody comes into contact with these other thinkers.For the others we are the other thinkers.What divides us is the culture in which we where brought up. With Culture here we do not mean the “society” we live in, but the rooted and for that reason often unconsious values, that makes what we might think to be normal , is considered abnormal by others.(Geert Hofstede 1991) When doing research on culture we need to distinguish the two different culture approaches . Research on culture can be done on national level and organizational level. Different researchers have defined culture in different ways .Geert Hofstede (1991) defined culture as “ the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values”. After doing research on organizational culture Edgar Schein (1992) defined organizations culture as: “ the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic „taken for granted‟ fashion an organization's view of its self and its environment”. After decades of empirical studies and research , researchers have found many links between Organizational Culture sometimes also revered as Organizational Climate (1964) or Corporate Culture (Silverzweig and Allen 1976) and organizational performance. According research the culture of an organization is something that starts with the vision and the mission of its founders. As the organization grows and matures it develops its own overall Culture. During this growing and maturing period,(Shein, 2009), the organization also differentiates itself into “Subcultures” , based on occupations, product lines, functions, geographies and echelons in the organizations hierarchy.
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1.2.
Organizations until the late 70 ‘s.
While managers of organizations until the late 70‟s were either unaware of culture‟s importance in the organization or they believed that culture was difficult to manage, today managers recognize that they need to understand culture to be able to use it strategically for their competitive advantage. Managing organizations before the 80 was mostly based on production, which implicates that employees were mainly used for quantitative production and were seen as means of production.
1.3.
Organizations from the 80’s.
In the 21st century ,Shein (2009), managing the corporate culture and the subculture has become especially important due to the concept of HRM where employees are treated as resources and the ways organizations are structured due to : -
Mergers, acquisitions, and joint ventures. Sometimes the subcultures are actually entire organizational cultures which needed to be blended or aligned.
-
Globalization; produces divers multicultural organizational units which are based on nationality, and ethnicity.
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Technological complexity, the different units have to become more specialized.
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Information ,communication technology, the creation of more structural options of when , where, and by whom work is to be done.
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Liberalization , open market situation ,where organization have to look at other ways to attract and keep customers.
1.4.
Introduction to Telesur.
“Lands Telefoon en Telegraaf Bedrijf” (LTT) was a fully state owned telecommunication company from 1973 till 1983. In 1983 the name LTT was changed into “Telecommunicatie Bedrijf Suriname” and the status of fully state owned ,to state owned with legal personality (Sui Generis).
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The Telecommunication Company Suriname ,from here on now called Telesur is such an organization in which managing it overall culture and subcultures becomes an important issue, since the telecommunication market was liberalized in 2007. In this same year Telesur, lost its monopoly rights to be the sole telecom provider in Suriname, when the Telecommunications Facilities Act became effective on April 16th of the year 2007. Hereby the public duties of Telesur that were charged to her pursuant to statutory regulations, were transferred to the Telecommunications Authority of Suriname (TAS),which was established by the same act. As per the same date license was given to two new Telecom providers namely, Digicel and Intelsur . The radical change in the telecom market of suriname has forced Telesur to rapidly change his strategy and policies in this new environment. The liberalization of the telecom market has forced Telesur to change “ the way things are done.” Explicitly said Telesur needs to change its companies culture if they want to guarantee the profitability and the continuity of the company in the new market situation. Top management of Telesur anticipated on the new situation by investing heavily in a change program which would help Telesur align the organization culture to the new environment. Around the end of may 2011 Telesur changed it mission and vision statements, as part of this change program and so as the result of the change in the market situation. According the annual report of 2010 the annual revenue is 291 million SRD with a total of 850 employees in active duty. The mission statement of Telesur,” To facilitate communication through innovative market solutions”. The vision of Telesur “ To stay the leader of the development of communication of Suriname”. The telecom market in Suriname is focused more on mobile telephony at this moment .
1.5. Problem definition. The focus on the concept of Culture started within Telesur with the liberalization of the telecom market in 2007. Telesur‟s CEO recognized that due to the fact that Telesur operated as the sole operator for many years the organization adopted a culture that was based on this monopoly status which and so wasn‟t aligned to the open market situation.
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1.6.
Change program Telesur.
He thereafter initiated a change program called” Management Development program for Telesur Managers”, which should ultimately change the culture of Telesur and the competencies of the managers to fit the current market situation. During this program top and middle management have to go through a program where the basics of management in this new environment due to liberalization are essential. Some essentials during this program are ; personnel leadership, leadership competencies, how to handle culture and culture change and the HRM concepts.
1.7.
Research Model.
This study presents an assessment and the analysis of the overall organizational culture and the subcultures of Telesur. The variables concerning this research are presented in the following research model. Fig.1 Research Model. Independent Variables
Dependant Variable
Dominant characteristics. Organizational leadership. Personnel Management Binder of the Organization Strategic emphases. Success criteria.
Organizational Culture
Directorates Controlling Variable. MBA VI Management and Finance
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1.8.
Research questions.
The research questions emanating for this research are :
What is the current corporate culture of Telesur ?
What are the dominant subcultures within Telesur?
How different are the subcultures in Telesur?
1.9.
Research Hypotheses.
The research hypotheses emerging from this research are : -
H1:
There is no significant difference between the existing Clan and the preferred
Clan culture of Telesur. -
H0:
There is significant difference between the existing Clan and the preferred Clan
culture of Telesur. -
H1.1: There is no significant difference between the existing Adhocracy and the preferred Adhocracy culture of Telesur.
-
H0.1: There is significant difference between the existing Adhocracy and the preferred Adhocracy culture of Telesur.
-
H1.2: There is no significant difference between the existing Market and the preferred Market culture of Telesur.
-
H0.2 :There is significant difference between the existing Market and the preferred Market culture of Telesur.
-
H1.3 :There is no significant difference between the existing Hierarchical and the preferred Hierarchical culture of Telesur.
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H0.3: There is significant difference between the existing Hierarchical and the preferred Hierarchical culture of Telesur.
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1.10. Research Objective. The objective of this study is to assess the organizational culture, the sub cultures of Telesur through a quantitative measurement and to asses if there is Culture homogeneity across the different directorates of the company.
1.11.
Scope and limitations.
The research is conducted during the period June, 2011 and October 2011 and will be validated for Telesur. The period in which the research took place is a period where Telesur faces strong competition .This study is conducted within the framework of the Master of Business Administration (MBA) at the FHR Lim A Po Institute for Social Studies in Suriname, in co-operation with Maastricht School of Management, with the specialization of Management and Finance. The research is limited by answering the main and minor research questions regarding the concept of Culture within Telesur only. The analysis in this research is limited to the following six independent variable that make up Culture, which is the dependant variable in this research; dominant characteristics, Organizational leadership, Personnel management, Binder of the Organization, Strategic emphases and Success criteria. The controlling variable in this research are the directorates.
1.12. Relevance of the research. The research presents the current and the preferred organizational culture of Telesur according the respondents. The findings of this research are important for Telesur in the sense that these findings can be used by Telesur‟s management to align the strategy and the managers of the company to the new market situation.
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1.13. Research methodology. This thesis will deal with the different aspects of culture which are gathered out of the literature review , the measuring and analyzing of the overall organizational culture and subcultures of Telesur.
The measurement of the organizational culture will be done by doing a quantitative measurement on the cultures of Telesur using the Organizational Culture Assessment Instrument which was introduced by Cameron and Quinn. The analysis of the measurement will be done through the Competing Value Framework, a model which visualizes four types of organizational cultures. Hypotheses testing will be needed to asses if there is homogeneity across the different directorates and that will be done by making use of the “ Statistical Program for Social Science” also called SPSS. For Hypotheses testing a Paired Sample T test will give the
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Chapter 2 Literature overview. 2.1.
Introduction.
This chapter will describe and discuss the related theory on organizational culture (OC). It will describe how OC is formed and what its benefits or problems are for an Organization if the OC is not aligned to the overall mission of the Organization. Further it will discuss the difference approaches how to asses OC if OC is treated as an independent or dependent variable. A brief description on how the model of Quinn and Cameron came to be will be given where after the four different culture types would be presented according to the Competing Values Framework. A brief description on how cultural congruence can lead to the emergence of a dominant organizational culture. After getting an understanding about OC, cultural content, the emergence of subculture and its conceptual subculture types will be argued .Finally the understanding of strong and weak cultures will be brought to the attention of the reader.
2.2.
Basic understanding of organizational Culture.
After decades of empirical studies and research , researchers have found many links between Organizational Culture sometimes also revered as Organizational Climate (1964) or Corporate Culture (Silverzweig and Allen 1976) and organizational performance. While previous managers were either unaware of culture‟s importance in the organization or they believed that culture was difficult to manage, today they recognize that they need to understand culture to be able to use it strategically for their competitive advantage.
While conducting research I Came across several definitions of organizational culture . The reason of the different definitions is because there is a lack of precision and consensus among different researchers regarding the definition of organizational culture due to the ambiguity in the field of anthropology and sociology ( Kim S. Cameron and Deborah R. Ettington 1988). Disregarding the fact that there are similarities between the anthropological en sociological perspective of culture ,there also is an very important difference. The sociologic tradition treats Culture more as an independent variable for explaining Organizational structure, MBA VI Management and Finance
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performance and activities, whereas the anthropological tradition treats culture more as an dependant variable, so the object of explanation itself. This means that in sociology culture is used to predict the behavior or performance ( Clark,1970 ; Kanter, 1968).In anthropology at the other side, culture is the object of prediction or explanation (Durkheim,1893; Goffman,1959).The conclusion that emerges from these two study fields is that anthropological literature views culture as something the organization is, while the sociological literature sees culture as something an organization has(Cameron and Ettington, 1988). Some examples of how organizational culture is viewed by different researchers is written in the following definitions : -
A shared appreciation system and set of beliefs that help distinguish aspects of situations from one another (Sapienza, 1985)
-
The amalgam of shared values, behavior patterns, mores, symbols, attitudes ,and normative ways of conducting business that differentiate one organization from all others (Tunstall, 1985)
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Distinct and locally shared social knowledge (Wilkins and Ouchi, 1983)
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The pattern of basic assumptions that a group has invented, discovered, or developed in learning to cope with its problems of external adaption and internal integration (Schein, 1984)
-
A pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaption and internal integration that has 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 (Schein 2009).
-
The way we do things around here (Arnold and Capella,1985 ;et al).
2.3.
Importance of culture.
The review of organizational literature shows that : -
culture is essential for maximizing the value of human capital and success of organizational change.
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culture management must be a critical management competency.
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Culture may be a necessary condition for organizational success .
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Schein (1992) suggested that in addition to greater needs to adapt to external and internal changes, organizational culture has become more important, because intellectual as opposed to material assets now constitute the main source of value and that maximizing the value of employees will require a culture that promotes their intellectual participation.
2.4.
Levels of culture.
The danger in trying to understand culture lies in the simplistic way we define culture e.g.: ” culture is the way we do things around here ”the rites and rituals of our company ”, ”the company climate”,” the rewarding systems” etc. E.Schein argues that the way we should think about cultures is to realize that culture exists at three ” levels” and it is the understanding managing of those deeper levels that plays a crucial role.
These levels according E.Schein are: -
Level 1: Artifacts; This is the easiest level to observe culture. At this level culture is explained by what you see, hear, and feel as you move across the organization. These are the visible organizational structures and processes.
-
Level 2:Espoused values: An image of the organization is created in this level. In this level you need to ask questions like , Why does the organization does what it does ?, to get to know what the company values. The answer here lies in the strategies, goals and philosophies which are uphold by the organization.
-
Level three : Shared tacit assumptions; Here the history of the organization plays o big roll. If history shows that the way of taking decisions and the way of implementing those decisions created a successful product these beliefs and values become shared values. They become the tacit assumptions of the nature of the organization and how to succeed in it.
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Fig.2.1 Levels of Culture according Edgar Shein.
2.4.
How a culture emerges.
Traditionally the founders of the organization have a great influence on the early culture by imposing their vision on all organizational members. Culture creation in the early stages occurs in three ways: 1) Founders hire and keep only the employees who feel and think the same way they do. 2) Founders socialize and indoctrinate these employees to their way of feeling and thinking. 3) Founders own behavior acts as a role model to encourage the employees. When all of this becomes successful the founders‟ entire personality becomes embedded in the culture of the organization. Now that the culture is in place during the maturing face of the organization sustaining or changing the culture becomes an issue. In sustaining a culture three forces play an important part; - selection of employees ;the essence of this process is to identify and hire individuals who have the ability knowledge and skills , but most off all have values which are consistent with the values of the organization. - actions taken by the management; the behavior of management filters down through the organization and employees look up to the management as role models. - socialization methods; new employees are unfamiliar with the organization‟s culture and could likely disturb the customs and believes that are part of the culture. The organization need
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to help the new employees in this adaptation process. This adaptation process consists of three stages. - pre-arrival stage; every individual has his own set of values, attitudes and expectations and when analyzed could be critical predictors of how well this individual would adjust to culture of the organization.
2.5.
Ways to study Culture.
The purpose of describing an organization is merely to highlight and uncover the aspects of organizations that are mostly ignored by management, like the non rational, taken for granted, underlying assumptions that drive organizational behavior and the shared interpretive schemas of organizational members. Treating culture as a metaphor defines culture as the “shared knowledge ”, ”shared meaning”, and the” unconscious mental operation” of organizational members (Smircich, 1983; Goodenough, 1971; Agar,1982; Hollowel,1955; Gertz,1973; Rossi and O‟Higgins,1980).This means that culture cannot be observed directly, but it only exists in the minds of those who are associated with the organization. Someone outside the organization cannot understand the culture of that organization, only the ones who immerse in it. The continuous controversy that OC is something the Organization is or has, also leads to controversy on how culture should best be assed. Some researchers argue that multiple methods, like qualitative and quantitative methods could be used(Van Maanen, 1979; Oushi and Wilkins 1985 ), while others argue that quantitative techniques are not appropriate to asses culture. As a result of this controversy in academia(Cameron and Ettington 1988), three main approaches are used by researchers to study OC, which are according to the working paper # 544 of Kim S. Cameron and Deborah R. Ettington : 1) Holistic studies through participant observation. This type of study treats Culture as an independent variable and argues that culture can be manipulated by the managers of the organization. Researchers using the Holistic approach suggest managers to manipulate the organization‟s mission (Clark, 1970), stories (Mitroff and Kilman , 1976) , myths ( Boje et al ., 1982), ceremonies (Trice and Beyer , 1985), ideologies (Harrison, 1972) in order to improve organizational effectiveness and manage culture. In Holistic studies A focus on the whole organization and its culture is typical for these MBA VI Management and Finance
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studies. Most of these studies rely on field studies which take 6 to 20 months where sometimes archival and historical documents can be used for direct observation ( Clark , 1970 ;Bojie, 1983 et al.) 2) Metaphorical or language studies. This approach treats culture as a dependent variable where it is argued that OC has emerged from the overall societal culture ( Hofstede , 1980; Jaeger, 1986), and that oc is the result of different historical events and activities of the organization which are not manipulated by management. Here the focus lies in the language and metaphor characteristics e.g.” study of the language of the silicon Valley professionals in a rapidly changing environment” (Gregory, 1983 )” study of the language of funeral directors” (Barly , 1983) Researcher using this approach have analyzed the outward manifestations of the cultural effects to detect the unique organizational culture by analyzing official reports documents and other written communications and also informal rituals, stories an conversations. The intend to this type of study is to describe and understand the culture and not predict other behavior patterns or performances which are based on the cultural manifestation. 3) Quantitative studies , which mainly rely on survey research methodology and statistical data analysis . Various researcher using the quantitative approach have attempted to identify and validate dimensions of culture or develop typologies. In this case they have treated OC as a dependent variable.
2.6.
The structure of the Competitive Value Framework.
The argument that the culture of an organization is grounded in the taken-for granted shared assumptions of individuals in the organization has led a number of psychologist to focus their research on these preconsious shared assumptions(Cameron and Ettington; 1988) .” Jones, 1961 and Jung, 1973 “ argue that “axes of bias” or “psychological archetypes organize individuals‟ interpretation of reality into a limited number of categories. These respective categories help identify the different frames used to organize the underlying values, interpretations and assumptions. Hence these respective categories can also be used to identify cultures because cultures are also based on the same interpretations and assumptions (Quinn, MBA VI Management and Finance
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1988; Jaynes,1976;Newmann, 1955,1970; Mitroff, 1983).It is stated in the working paper of Kim S. Cameron and Deborah R. Ettington that, Jung (1923) developed one of the most wellknown and widely researched frameworks to conceptualize these underlying archetypes of axes of bias. The dimensions of the Jungian framework have been directly related to managerial – and organizational styles (Myers, 1980; Keen, 1981; Mason and Mitroff, 1973; Wade, 1981). This framework has also been used in other psychological studies e.g. the development and refinement of the Myers- Brigss Type Indicator (Myers 1962) and by other social science researchers in the field of cognitive and behavior differences among individuals and groups e.g.(CAPT,1980; Mc Caulley,1977; Myers,1980; et al..).It has also been used by Quinn and Rohrbaugh (1981) and Carrier and Quinn(1985) on the organizational level, who separately and independently found the same dimensions as if the Jungian framework would be used. Because of this all the Jungian framework is a highly reliable and frequently used model for organizing the shared underlying psychological archetypes that become manifest as organizational cultures. Studies by Quinn and Cameron (1983), Quinn and Rohrbaugh (1983), Lewin and Minton (1986) et.al helped to develop and elaborate this framework. Quinn en Cameron (1988) developed a framework of culture characterized by two dimensions; 1) Internal focused ( attending primarily to what is going on inside the organization) vs External focus (attending primarily what is going on outside the organization). 2) Stability and control (interest in keeping things the same ) vs Flexibility and discretion (interest in making changes in the organization). This model is known as the Competing Values Framework or “the Quinn Model” and is made up by four quadrants ( cultures). Each quadrant emphasizes the basic assumptions , values and beliefs of that company they think is the best to operate in and with.
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The figure below shows the framework of culture characterized by these two dimensions. Fig 2.2. Cultural framework. Flexibility and discretion
Internal
Clan
Adhocracy
focus and
focus and integration
External
Hierarchy
Market
differentiation
Stability and control
2.6.
The Quinn model culture types .
2.6.1. The Clan Culture. This is the upper left quadrant of the model is internally focused with flexibility and discretion which emphasizes shared values and goals, individuality, a sense of family and participativeness. This type of organization has a sense of cohesion, with goals strongly shared. Inside the organization may feel more “family like ” than “business like”.
2.6.2. The Hierarchy Culture. The lower left quadrant of the model is internally focused with stability and control which emphasizes rules and regulations, clear lines of authority, order , uniformity and efficiency. This type of organization often relies on formal structures, policies and procedures to keep things running.
2.6.3. The Adhocracy Culture. The upper right quadrant of the model is externally focused with flexibility and discretion and emphasizes dynamism, adaptability, creativity and entrepreneurship. The emphasis on being open to change and oriented to the outside world characterizes these types of organizations in which innovation can thrive. MBA VI Management and Finance
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2.6.4. The Market Cultures. The lower right quadrant of the model is externally focused with stability and control and emphasizes goal accomplishment and production, environmental interaction, competitiveness and customer orientation.
In the Competing Value Framework(Cameron and Quinn,1999) each culture possesses opposite characteristics from the diagonal culture in the model and also has some characteristics of the two cultures in the adjacent quadrants . As an example , adhocracy cultures are opposite from hierarchies, but share some characteristics of control and order with markets and some characteristics of internal orientation with clans. Although the culture of an organizations has overlapping characteristics of more than one culture , organizations are characterized by only one culture because each quadrant in the model signifies an ideal and paradoxical culture type. It can be said that none of the quadrants cq . cultures are essentially better than the other, in the sense that some cultures could be more suitable in specific context than others. The knowledge of using culture to improve overall organizational performance lies in the insights to match culture and attributes to the organizational goals.
2.7.
Dominant and weak cultures
Important to know is that the research that led to the development and the validation of the different cultures types focused on organizations as a whole. Martin and Siehl (1983), Louis (1983), Gregory(1983) emphasized that organizational culture is not homogeneous . Most large organizations have a dominant culture and sets of subcultures. A dominant culture expresses the core values which are shared by the majority of the members of that organization. Hence if we talk about the culture of an organization we are referring to the organizations dominant or strong culture. It can there for be argued that an organization has to have a dominant culture. Missing a dominant culture and only consisting of subcultures will lessen the value of the overall organizational culture, because there would not be an uniform interpretation of what represents appropriate and inappropriate behavior .In the case of a missing dominant culture we can‟t speak of shared meaning. MBA VI Management and Finance
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FHR Institute for Social Studies When we talk about a strong culture we talk about the organization‟s core values which are intensely held and widely shared by the majority of members. The more members agree and accept the core values and the greater their commitment to those values, the stronger the cultures is. The emphasis is on ;1) the degree of consistency of values, assumptions, beliefs and practices across the organizational members.2)The pervasiveness of consistent values, assumptions, practices and beliefs. For this reason it can be argued that a strong culture will have a great influence on the behavior of its members because of this high degree of sharedness and intensity which on its turn create an internal climate of high behavior control. A result of this strong culture is revealed in cohesiveness, loyalty and organizational commitment which, in turn, lessen the employees‟ propensity to leave the organization (lower employee turnover). O‟Reilly & Chatman,1996 found that strong cultures could produce counter cultures, because when promoting conformity, small variations in attitude and behavior could be exaggerated and may encourage in-group distinctions to form (Brewer, 1979).Hence those who differ from the strong culture may choose to separate themselves and may find a pocket of dissent within the organization, and form a counter culture (Martin & Siehl,1983).In organizations with weak cultures there is enough freedom for varied values to emerge without being restricted by the dominant strong culture, so the formation of a culture is not necessary.
2.8.
Subcultures.
When organizations grow and mature they do not only develop the overall culture, but they also differentiate themselves into subcultures based on occupation, product lines, functions, geographies, and echelons in the hierarchy (Schein 2009).Rose,1988;Trice & Beyer,1993;Van Maanen & Barley,1985; found that subcultures are more likely to develop in large, complex or bureaucratic organizations because these organizations are more likely to encompass a variety of functions and technologies. Bloor & Dawson, 1994 ; Trice,1993; Van Maanen & Barley 1984 stated that the existence of professional groups in an organization could encourage the formation of subcultures since professionals in an organization tend to hold values that cut across organizational boundaries but may differ from values of the non –professionals in the organization. Sometimes these subcultures become as strong or even become stronger than the MBA VI Management and Finance
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overall dominant organizational culture. Subcultures are present in organizations and which sometimes contradict the aspects of the organizations dominant culture (counter cultures).
2.9.
Bases for subculture formation.
Brehm,1966; Martin & Siehl,1983;Rose,1988;meyer& Allen,1991;O‟Reilly & Chatman,1986) found that there are three dimensions to be associated with an individual‟s propensity to join a subculture, which doesn‟t imply that people necessary, consciously or intentionally choose to belong to a subculture. These three likely dimensions are: -
Psychological reactance: this behavior occurs when the individual believes that his or hers behavior freedom is threatened and that the individual will behave in an oppositional way.
-
Satisfaction with dominant culture values: Literature showed that person‟s tendency to be satisfied at work is stable over time and across situations, and that it is positively influenced by positive affectivity, self esteem and self efficacy and negatively by negative affectivity and neuroticism.
-
Commitment to the organization; Levels of individual organizational commitment, or loyalty toward and identification with one‟s employing organization (Meyer & Allen,1991;O‟Reilyy & Chatman,1986), also influences subculture formation. Members of an strong culture organization are more committed to their organization( Chatman, O‟Reilly, Caldwell, 1991; Chatman & O‟Reilly 1996).
It is the alignment of these subcultures that play a pivotal role in creating a common organizational purpose. Managing and aligning these subcultures ( E.Shein, 2009) have become increasingly important nowadays because of: -
Merger, joint ventures and acquisitions. In these types of take over Cultures and Subcultures need to be blended or aligned.
-
Globalization. Cultures and subcultures need to be changed due to nationality, language and ethnicity.
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-
Information technology. This change in technology has created different structural possibilities of by whom, when and where is work going to be done.
-
Privatization and open market situations. In these situations the strategies and sometimes the whole organization structure needs to adapt to the new environment.
These Organizational culture and subculture aspects have an impact on how the organization functions. Hence the 21th century manager has to understand and manage these influences to ensure that these forces are congruent with the organizations goals and mission. So adapting to these external environments the subunits with their respective subcultures evolve beliefs and assumptions that are congruent from the core assumptions, but they can still differ from the core assumptions of the founder(s). It is not only the responsibility of top management to manage the “corporate culture”, but management at all levels of the organization must understand and commit to their role in evolving, creating and managing the subculture at their level within the organization. Hereby is meant that the functioning of an organization depends on how the different subcultures in that organization align with each other, so that management needs to understand the dynamics of subcultures. Different subcultures are also formed with age, where each set of employees and managers an given levels in the organization share common experiences that become the basis for mutually held assumptions about how the things are done and how they should be done. First line supervisors develop their own subculture based on the nature of the job and the successes they had in doing the job their way. Staff groups as finance , planning and engineering develop a culture based on professional and occupational backgrounds .CEOs move around in a complex financial world that only other CEOs understand, so they are creating another subculture that should be aligned to the cultures of the line and middle management..
2.10. Type of Subcultures. The conceptual dichotomy between unitary and those characterized by subcultures may be rooted in the misconception that subcultures always consist of people who oppose the dominant culture (Chen,1955;Hebdige, 1979;Webster,1993; Willis,1993;Yinger,1970).
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Recognizing that not all subcultures are counter cultures, Martin and Siehl (1983) developed a typology of organizational subcultures, including enhancing, orthogonal and counter cultures, and in which each type exemplifies a different level of congruence with the dominant culture‟s values. If the notions of peripheral and pivotal values are incorporated with this subculture typology it becomes possible to consider how the different subcultures can exist in an organization without detracting from the strength of the dominant culture. -
Enhancing subcultures; Members of this subculture type comply to the dominant values more than members of the rest of the organization. These members are in agreement and care about both peripheral and pivotal values, which are consistent with the overall organizational core values. Members of this subculture type are committed to particular peripheral values, which are consistent with the dominating culture, differentiates them as a subculture .
-
Orthogonal subcultures; Members here hold the dominant cultures value and also hold their own set of distinct but not conflicting values. Since the difference in values between the orthogonal subcultures members and the members of the dominant culture is less important for the functioning and identity of the organization than the pivotal values, the existence of this type of subculture does not interfere with the cohesiveness of the dominating culture.
-
Counter culture; The members in this type of culture hold values that conflict with pivotal organizational values which be a treat to the strength of the dominant culture.
2.11. Consequences of subcultures in an organization. Subcultures can both provide important benefits to strong culture organizations or weaken an organization‟s culture, especially organizations which are operating in a dynamic environment. Individuals of a strong culture may resist change , and change in the organization with a strong culture may induce conflicts and dissent. Subculture therefore can absorb this conflict and dissent while leaving the dominating values of the organizational culture intact. Subcultures may, therefore serve as mechanisms to contain conflicting priorities that may otherwise be wide spread and potentially more difficult to manage at the organizational level (Meyer,1982). Subcultures can be the way for strong cultures to stay flexible to adapt and change to external MBA VI Management and Finance
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contingencies, which is a benefit if we look at the difficulty for organizations with a strong culture to innovate (Nemeth & Staw,1989).In Sum Strong cultures organizations which allow subcultures to emerge will be more innovative than those which prevent the emerging of subcultures.
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Chapter 3: Research Methodology. 3.1.
Introduction.
This chapter outlines the research framework, the research problem, the research objectives, the research design, the collection of data, and the different ways the data was collected. Further an outline on the analysis of the data, different variables, and cultures are given .
3.2.
The research framework.
The research framework is the Telecommunication Company Suriname called” Telesur‟ , which according the annual report of 2010 had an annual revenue of 291 million SRD with a total of 840 employees in active duty separated over the different directorates . Telesur is divided in 4 directorates namely ; Directorate of Operations , Directorate of Commercial Affairs, Directorate of Financial affairs and the General Directorate . At this time Telesur is facing fierce competition from the other two incumbents in the telecommunication market. Around the end of may 2011 Telesur changed it mission and vision statements, partly as the result of the change in the market situation. The mission statement of Telesur since the end of may 2011,” To facilitate communication through innovative market solutions”. The vision of Telesur “ To stay the leader of the development of communication of Suriname”. The radical change in the telecom market of Suriname has forced Telesur to rapidly change his strategy and policies in this new environment. The liberalization of the telecom market forces Telesur to change “ the way things are being done. Explicitly said Telesur needs to align his companies culture if they want to guarantee the profitability and the continuity of the company in this new market situation.
3.3.
Research Problem.
The main problem in this research of the study object Telesur is that there hasn‟t been a clear knowledge of Telesur‟s Corporate or Organizational Culture and its homogeneity . Hence it is difficult to benefit from the dominant culture and subcultures within the organization. Literature argued that a strong organization should have a dominant and homogeneous culture . MBA VI Management and Finance
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3.4.
Research Objective.
If Telesur needs to align or change its culture, Telesur needs to know first what it culture is. Hence the research objectives of this research are : -
To assess the Corporate Culture at Telesur.
-
To assess if there is any homogeneity in culture among the different Directorates in Telesur.
-
To assess the actions that are requested to increase the homogeneity of culture across the different Directorates.
3.5.
Research design.
This research is a descriptive study which uses a quantitative approach to address the research issues and to answer the main research questions of the subject Telesur under study. Literature showed The Quinn model to be one of the better and most frequently used instruments to measure OC. The main research questions in this research where the Quinn model is used to answer the questions are: -
What is the current corporate culture of Telesur?
-
What are the dominant sub cultures in Telesur?
The third research question ;” How different are the sub cultures in Telesur?”, will be given after an analysis of the data using the SPSS software. Hypotheses testing will also be done using the SPSS statistical tool. The answer on the last RQ, What actions are required to enhance culture homogeneity?, will be given as recommendation to the study. The input for this research will be gathered from the directly related staff members of the different directorates of Telesur
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3.6.
Collection of data.
The data was collected through a survey, where the “Organizational Culture Assessment Instrument” (OCAI) questionnaire was used. A total of 840 surveys (whole population of Telesur) where send out.
The table below describes the buildup of the whole population of Telesur. Table 3.1. Population of Telesur. Dir. of Segment
Finance
Dir. of Comm.
Dir. of
General
Tot.
Aff.
Oper.
Dir.
empl.
Top Management
2
1
1
2
6
Management
8
13
14
7
52
Middle Man.
10
20
41
33
104
Work floor
89
266
243
80
678
Total employees
109
300
299
132
840
To calculate the needed sample the following formula was used:
N = required sample size; t = confidence level at 95% (standard value of 1.96); p = estimated proportion of household to be covered = 10%) m = margin of error at 5% (standard value of 0.05)
According calculations a minimal sample size of at least 138 respondents was needed to make a valid assessment of the current and preferred OC of Telesur possible. A total of 139 questionnaires were received. Out of these 139 respondents a group selection is made according the different directorates these respondents belong to. To make a valid assessment on the different Subcultures we also needed to calculate a minimal response rate out of these selections. These selections were used to assess the (dominant) subcultures of Telesur.
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3.7.
Measuring of the variables.
The different variables emanating from this research are the independent, dependant and controlling variables.
3.7.1. The independent variable. “The independent variable is the variable which, when varied influences the dependent variable”. The independent variables in this research were the six dimensions that make up Organizational culture according Cameron and Quinn namely : -
Dominant characteristics of the organization.
-
Organizational leadership.
-
Personnel leadership.
-
Binder of the Organization.
-
Strategic emphasis and Success criteria.
Each of these six independent variables were operationalized by four statements (ABCD) which needed to be scored by the respondents, giving nominal scores between 0 and 100. The total score of one dimension should not exceed 100 points. The total score of 100 should be divided between these four ABCD statements.
3.7.2. Dependant variable. “The dependent variable is the variable which depends on the variation of the independent variable(s)”.
The organizational culture, which is the dependant variable depends on the scores of the before mentioned ABCD statements. Operationalization of the dependant variable was done by calculating the means of the previous statements where after a projection in the Competing Value Framework visualized the organizational culture. MBA VI Management and Finance
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3.7.3. The controlling variable. “A controlling variable is a factor that‟s being kept constant during a specific research”. The controlling variables in this research are the different directorates.
3.8.
Analyzing data.
3.8.1. Analysis for the overall existing culture. To assess the overall OC, the first step was to take the sum of all A,B,C and D scores for the different dimensions in the now column and divided by six. This was done for every respondent. All the A, B, C and D scores were separately added and then divided by the total number of respondents to get the mean(s) of the respective A, B, C and D statements. These different means when projected onto the Competing Value Framework , visualized the overall OC of Telesur. This “ now” projected culture is the perceived existing culture of Telesur.
3.8.2. Analysis of the preferred culture. To assess the preferred culture of Telesur the same steps as the assessment of the existing cultured were taken. The outcome in the CVF showed the difference in the existing and the preferred culture .
3.8.3. Analysis on Subcultures. To assess the subcultures of Telesur, the same principle as above was used with the difference that the mean(s) were calculated by dividing the scores of the A,B,C and D statements of the directorate column with the respective respondents sample per directorate. These separate means were also used as an input for the CVF to visualize the Subcultures. These projections were the perceived Subcultures of Telesur.
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3.8.4. Analysis on homogeneity. To assess the homogeneity across the different directorates the calculated means of the directorates could be compared to see if there were significant differences in the scores. This also became obvious when the outcome of the score was made visual in the CVF.
3.8.5. Hypotheses testing. As a test for the hypotheses in this research the Sample paired T test was carried out through the use of the SPSS tool.
3.12. Limitations in the data. In this research demographics of the respondents like gender, age, income or education were not taken into consideration. For the assessment of the subculture of the directorate of commercial affairs the response rate was only 8 % which is a little low for a valid assessment of that subculture.
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Chapter 4 Data findings. 4.0.
Introduction.
This chapter discusses the dataset, the main findings on the overall, preferred and subcultures of Telesur which were derived from the OCAI assessment and the secondary findings after the data is processed through the “ Statistical Program for Social Science” (SPSS). The main findings are the calculated means of the ABCD statements scoring gathered out of the OCAI questionnaire. These scorings represent the numerical representation of the respective ABCD cultures in the Competing Value Frame work, respectively the Clan, Adhocracy, Market and Hierarchical Culture. The secondary findings are the findings after doing a correlation test and the paired sample T test in SPSS to test the hypotheses.
4.1. The dataset. The survey was carried out on the whole population of Telesur, by sending the survey to 840 employees. There was no selection on demographic segments in this survey. The main idea to do a survey on the whole population was to get as much respondents as possible in order to get a representative sample. The total population consisted of employees in top management, management, middle management and the employees on the work floor. At the end of the data gathering period a total of 139 questionnaires could be accounted for as valid.
4.2.
Main findings.
4.2.1. Response rate for existing and preferred cultures. The table below describes the response rate on employee level where the overall response rate of 17% , or 139 respondents is used to assess the existing - and preferred culture of Telesur.
Table 4.1 Overall response rate Dir. of Dir. of Segment Top
Finance
Com. Aff. 2
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Dir. of
General
Total
Respon
Respons
Oper.
Dir.
empl.
dents
e rate
1
2
6
3
2.2%
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Management Management
8
13
14
7
52
23
16.6%
Management
10
20
41
33
104
33
23.7%
Work floor
89
266
243
80
678
80
57.6%
Total empl.
109
300
299
132
840
139
17%
Middle
Note on table 1.The response rate for: Top management is (3/139)*100% = 2.2% Management is (23/139)*100% = 16.6% Middle management is (33/139)*100% =23.7% Overall is (139/840)*100% = 17%
4.2.2. Findings for existing culture. Table 2 depicts the calculated means of the Clan, Adhocracy, Market and Hierarchical scoring which are the numerical presentation of the existing culture of Telesur. This table shows a maximum difference of 2.85 points between the highest score of 26.42 for the Hierarchical culture (D) and lowest score of 23.55 for the Adhocracy culture (B), for the assessment for the existing culture.
Table 4.2. Means of existing cultures. Clan Adhocracy Market Hierarchy Now 25.93
Now
Now 23.55
Now
24.25
26.42
4.2.3. Findings for preferred culture. Table 3 depicts the calculated means of the Clan,Adhocracy,Market and Hierarchical culture scores which are the numerical presentation of the preferred culture of Telesur. The table below shows a maximum difference of 7.09 points between the highest score of 27.41 points for the Adhocracy culture (B) and the lowest score of 20.32 points for the Hierarchical culture (D), for the assessment of the preferred culture. MBA VI Management and Finance
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Table 4.3. Means of preferred cultures. Clan
Adhocracy Market
Hierarchy
Pref.
Pref.
Pref.
27.35
Pref. 27.41
26.05
20.32
4.2.4. Visualization of the existing and preferred culture. Figure 1 is the visualization of the means scores mentioned in table 2 and 3, in the Competing Value Framework. This diagram shows the existing culture which is depicted as now and preferred overall culture of Telesur. This combined figure also shows the slight difference in the scoring. When observing the means of both tables we find that the scores of the Clan( A), Adhocracy(B) and Market(C) culture for the “preferred culture” is slightly higher than the Clan(A),Adhocracy(B) and Market(C) culture scoring of the “existing culture”. On the other hand the scoring for the Hierarchical (D)culture of the” existing culture” is higher than the scoring of the Hierarchical (D) culture for the “preferred culture”. The respective difference between the scoring of the different culture types of both “now and preferred cultures” are: 1.41 points for Clan culture, 3.86 points for Adhocracy culture , 1.8 points for Market culture and 6.1 points for Hierarchical culture. Fig.4.1. The Competing Value Framework visualization of the existing and preferred culture.
Internal Focus
D(Hirarcy)
Stability and Controle
A(Clan) 30 25 20 15 10 5 0
C(Market)
Flexibility
B(Adhocracy )
Now Preferred
External Focus
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This diagram shows that there is a minimal score difference between the (A) or Clan culture types for the existing(Now) and preferred culture .The employees scored higher for the Adhocracy culture in the preferred culture, than in the existing culture. The market culture scoring difference between the existing and preferred culture is not significant. The Hierarchical culture scoring is higher for the existing culture than for the preferred culture.
4.3.
Findings for the subcultures.
Table 4 shows the response rate as the relation between the total number respondents and of the total number of employees per respective directorate. Table 4.4.response rate of Directorates. Directorates
Total employees Total Respondents Response rate
Financial Affairs
109
19
17%
Operations
299
60
20%
Commercial Affairs
300
23
8%
General Affairs
132
37
28%
840
139
Note:The response rate for the Dir. of Financial Affairs(19/139)*100% = 17% The response rate for the Dir.Of Operation(60/139)*100% = 20% The response rate for the Dir. of Commercial Affairs(23/139)*100% = 8% The response rate for the Dir. of General Affairs (37/139)*100% =28%.
Table 5 shows the means of the Clan(A),Adhocracy(B),Market(C) and Hierarchical(D) scores of the Directorates of, General affairs(AD), Financial affairs(FEZ), Commercial Affairs(CZ) and Operations(OZ), which are used to visualize the subcultures of the directorates.
Table 4.5. Means of the Directorates Clan
Adhocracy Market
Hierarchy
Now
Now
Now
Now
AD
25.72
23.65
24.93
25.74
FEZ
29.93
24.63
23.73
21.67
CZ
22.59
23.57
25.18
28.80
OZ
25.68
24.42
24.86
25.04
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When looking at the mean scores of the Directorates separately we can state that: -
The Directorate of General Affairs (AD), has the highest point difference of 2.09 between the score for Hierarchical culture (D) and the score for Adhocracy culture (B).
-
The Directorate of Financial Affairs (FEZ), has the highest point difference of 8.26 between the score for Clan culture (A) and the score for Hierarchical culture (D).
-
The Directorate of Commercial Affairs (CZ), has the highest point difference of 5.23 between the score of Hierarchical culture (D) and the score of Adhocracy culture (B).
-
The Directorate of Operations (OZ), has the highest point difference of 1.26 between the score of Clan culture (A) and the score of Adhocracy (B).
When comparing the scores between the Directorates we can see that there is a minimal score difference between the Clan, Adhocracy, Market and Hierarchical scores of the Directorates of General Affairs (AD) and the Directorate of Operations (OZ). The difference for all culture types is < 1.
4.3.1. Visualization of the Subcultures of the four directorates. Figure 2 is the visualization of the mean scores, in the Competing Value Framework, of the four directorates mentioned in table 5.This diagram shows that there is a very small difference between the four directorates when scoring for the Market and Adhocracy culture. The variation in scoring for the Hierarchy and Clan culture is the largest between the directorates of Financial Affairs (FEZ) and Commercial Affairs (CZ). The diagrams of the directorates of General Affairs and the diagram of the directorate of Operations nearly overlap each other for the most part. This can be confirmed if we look at the scoring in table 5.
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Fig.4.2.The Competing Value Framework visualization of the cultures of the four Directorates
Internal
D(Hirarcy)
A(Clan) 30 25 20 15 10 5 0
Flexibility
AD FEZ
B(Adhocracy )
CZ
OZ Stability and Control
4.3.
External Focus
C(Market)
Secondary (SPSS) findings.
4.3.1. Correlation analysis.
The first three tables show the results of the correlation test for variable for the existing culture, the preferred culture and the culture of the directorates.
The variables used in the correlation test in table 6, are the mean scores of the Clan, Adhocracy, Market and Hierarchical culture for the existing culture of Telesur. Table 4. 6 . Correlation value between the variables of the existing culture of Telesur. Correlations Clan Adhocracy Market Hierarchy Clan
Pearson Correlation
1
Sig. (2-tailed) N Adhocracy Pearson Correlation
139 -.102
1
Sig. (2-tailed)
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N Market
139
Pearson Correlation -.483**
.246**
1
Sig. (2-tailed) N
139
Hierarchy Pearson Correlation -.317**
-.592** -.488**
1
Sig. (2-tailed) N
139
139
139
139
**. Correlation is significant at the 0.01 level (2-tailed).
The Pearson correlation values between the Clan, Adhocracy, Market and Hierarchical culture for the existing culture of Telesur are based on a sample size of 139. The correlation values are close to 0 and mostly negative with the exception of the correlation value between Market culture and the Adhocracy culture which is positive.
The variables used in the correlation test in table 7 are the mean scores for the Clan, Adhocracy, Market and Hierarchical culture for the preferred culture of Telesur.
Table 4.7. Correlation values between the variables of the preferred culture of Telesur.
Correlations Clan Adhocracy Market Hierarchy Clan
Pearson Correlation
1
Sig. (2-tailed) N Adhocracy Pearson Correlation
139 .057
1
Sig. (2-tailed) N Market
139
Pearson Correlation -.520**
-.148
1
Sig. (2-tailed) N
139
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-.583**
-.007
1
Sig. (2-tailed) N
139
**. Correlation is significant at the 0.01 level (2-tailed).
The Pearson correlation values between Clan, Adhocracy, Market and Hierarchical culture for the preferred culture of Telesur are based on a sample size of 139.The correlation values in this table are near 0 and mostly negative with the exception of the correlation value between the Adhocracy culture and the Clan culture which has a positive correlation value.
Table 4.8. Correlation value between the variables of the culture of the Directorates. This table consists of 16 variables VAR00001 to VAR00016 and is too large to put on this page so it will be there for included in the appendix 6.This table also shows the correlation between the Clan, Adhocracy, Market and Hierarchical cultures of the Directorates of ;Financial Affairs, General Directorate, Directorate of Operations And the Directorate of Commercial Affairs.
4.3.2. Paired sample analyses findings. The tables 4.9 and 4.10 show the paired sample statistics and the paired sample correlation.
Table 4.9. Paired samples statistics. Paired Samples Statistics
Mean Pair 1
Pair 2
Pair 3
N
Std.
Std. Error
Deviation
Mean
Clan(now)
25.93
139
6.304
.535
Clan(pref)
27.35
139
6.535
.554
Adhocracy(now)
23.55
139
4.799
.407
Adhocracy(pref)
27.41
139
5.612
.476
Market(now)
24.25
139
5.873
.498
Market(pref)
26.05
139
9.595
.814
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Pair 4
Hierarchy(now)
26.42
139
9.160
.777
Hierarchy(pref)
20.32
139
6.022
.511
The paired sample table 10 shows the statistics for the paired variables Clan, Adhocracy, Market and Hierarchical culture for the existing(now) culture and the variables Clan, Adhocracy, Market and the Hierarchical culture for the preferred culture types. The values of variable means vary between a minimum of 20.32 for the Preferred Hierarchy culture to a maximum of 27.41 for the preferred Adhocracy culture, at a sample size of 139.
Table 4.10. Paired samples correlations results. Paired Samples Correlations N Pair 1
Clan(now) &
Correlation
Sig.
139
.136
.109
139
-.188
.026
139
.151
.075
139
-.063
.464
Clan(pref) Pair 2
Adocracy(now) & Adhocracy(pref)
Pair 3
Market(now) & Market(pref)
Pair 4
Hierarchy(now) & Hierarchy(pref)
This table shows that there is a positive correlation between the variables Clan culture for the existing culture and Clan culture for the preferred culture and the difference is not significant. Pair 2 shows a negative correlation between the Adhocracy culture for the existing culture and the Adhocracy culture for the preferred culture and the difference is significant. Pair 3 has a positive correlation between the Market culture for the existing culture and the Market culture for the preferred culture with no significant difference. Pair 4 has a negative correlation between the Hierarchical culture for the existing culture and the Hierarchical culture for the preferred culture but the difference is not significant.
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4.3.4. Paired sample t test analysis. Table 11 shows the results of the paired sample T test, between the Clan, Adhocracy, Market and Hierarchical culture of the existing culture and the Clan, Adhocracy, Market and Hierarchical culture of preferred culture . The sample paired T test is carried out to test if there is a significant difference between the two identical culture types for the existing and preferred culture. In this case to test the significant difference between the identical Clan, Adhocracy, Market and Hierarchical culture for the existing and preferred culture. Table 4.11. Paired Sample test results. Paired Samples Test Paired Differences 95% Confidence
Std. Mean Deviation Pair Clan(now) – 1
Clan(pref)
Pair Adhoc(now) – 2
Adhoc(pref)
Pair Market(now) – 3
Market(pref)
Pair Hierach.(now) 4
-
8.438
Std.
Interval of the
Error
Difference
Mean
Lower
.716
-2.832
Upper -.002
1.417 -
8.042
.682
-5.209
df - 138
tailed) .050
-2.512
- 138
.000
5.660 10.464
.888
-3.557
1.802 6.097
t
1.980
3.860 -
Sig. (2-
-.047
- 138
.044
2.031 11.273
.956
4.207
7.988 6.377 138
.000
Hierach.(pref)
The findings on the significance factor p are as follows: The significance factor p for the first pair = 0.05. The significance factor p for the second pair = .000. The significance factor p for the third pair = .044. The significance factor p for the fourth pair = .000
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Chapter 5. Conclusions and Recommendations. 5.1.
Introduction.
This chapter will give the conclusions which came out of the research. These conclusions are based on the outcome of the main and secondary findings which were already explained in chapter 4. The “main” conclusions are based on the theory of the Competing Value framework (CVF) whereas the secondary conclusions are based on the SPSS theory . The main conclusions will explain : -
The dominant culture of Telesur .
-
The strength of the culture of Telesur.
-
The discrepancy between the existing and preferred culture of Telesur.
-
The subculture of the Directorates.
-
The congruence of the subcultures of Telesur.
The secondary conclusion will explain the acceptance or rejection of the Hypotheses; -
H0:There is no difference between the present and the preferred cultures in Telesur
-
H1:There is difference between the present and the preferred cultures in Telesur
-
H0.1:There is no difference between the preferred culture(s) and cultures of the Directorates in Telesur
-
H1.1:There is difference between the preferred culture(s) and the cultures of the Directorates in Telesur
5.2.
Main conclusions.
5.2.1. The dominant culture of Telesur. According Quinn and Cameron 1999, the quadrant with the highest nominal score represents the perceived culture within the organization. In this research the highest mean score mentioned in table 2 is 26.42 for the Hierarchical culture. It can be concluded there for that the existing culture of Telesur is the Hierarchical Culture. When observing the diagram for the existing culture in fig 4.1 it is noticeable that the diagram is nearly a rectangular square which means that there is no significant dominance of one of the MBA VI Management and Finance
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cultures over the other. For that reason it can be argued that Telesur Hierarchical culture is not the dominant culture.
5.2.2. The strength of the culture of Telesur. When elaborating on the conclusion above we cannot say that Telesur has a strong culture .The maximum difference in the mean scores between the highest score for the Hierarchical culture and the lowest score for the Adhocracy is 2.85 points. The higher the score would be the stronger the culture would be. For this reason we can conclude that Telesur has a weak culture.
5.2.3. Discrepancy between the existing and preferred culture. Table 3 cq fig 4.1 shows that the employees of Telesur prefer an Adhocracy culture since the means of this quadrant has the highest score. When comparing the mean scores of the existing and preferred culture with each other it shows that the maximum difference in the highest and lowest score is 6.1 points. The theory of Quinn and Cameron states that if the difference between the existing and preferred culture on the respective cultures is more than 10 points, change is needed. In this case we could conclude that change is not needed assuming that the perceived existing culture is the right culture according the strategic plan of Telesur.
5.2.4. The subcultures of the directorates. According the CVF theory of highest scores in table 5 and the visualization in fig 4.2 we can conclude that: -
The employees of the directorate of General affairs (AD) perceive their directorate to have the Hierarchical culture.
-
The employees of the directorate of Financial affairs (FEZ) perceive their directorate to have the Clan culture.
-
The employees of the directorate of Commercial affairs (CZ) perceive their directorate to have the Hierarchical culture.
-
The employees of the directorate of Operations (OZ) perceive their directorate to have the Clan culture.
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5.2.5. The congruence of the subcultures. The overall conclusion on the subcultures of the different directorates there for is that, respective of their scores there is congruence in culture between the directorates of General affairs and Commercial affairs since these directorates have the same Hierarchical culture, and that there is congruence between the directorates of Financial affairs and Operation since these have the same Clan culture.
5.3.
Secondary conclusions.
This paragraph discuses the conclusions on the SPSS findings.
5.3.1. Conclusion on the correlation of the existing culture of Telesur. The correlation on the existing culture as stated in chapter 4 table 6 are near 0 and mostly negative which indicate there is a negative not highly correlation between the variables, in this case the cultures. This means that if a score of one type of cultures becomes higher, the other mean scores are influenced negatively and so become lower. According the CVF theory it can be said that the more one culture becomes more dominant as a result of the higher score the less influences the other cultures will have in the organization. The positive correlation value lies in the theory that these two variables ,the Adhocracy and Market culture are externally oriented.
5.3.2. Conclusion on the correlation of the preferred culture of Telesur. The correlation on the preferred culture as stated in chapter 4 table 7 are near 0 and also mostly negative. This indicates a negative not highly correlation between the variables of the preferred culture. In this case also the CVF theory also explains that a higher score for one culture type will negatively influence the other cultures. Here the positive correlation between the variable Clan culture and Adhocracy is explained by the fact that these two cultures when compared are in the flexible domain of the CVF.
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5.3.3.Conclusion on the paired sample T test. The hypotheses for this research are : -
H1:
There is no significant difference between the existing Clan and the preferred
Clan culture of Telesur. -
H0:
There is significant difference between the existing Clan and the preferred Clan
culture of Telesur. -
H1.1: There is no significant difference between the existing Adhocracy and the preferred Adhocracy culture of Telesur.
-
H0.1: There is significant difference between the existing Adhocracy and the preferred Adhocracy culture of Telesur.
-
H1.2: There is no significant difference between the existing Market and the preferred Market culture of Telesur.
-
H0.2 :There is significant difference between the existing Market and the preferred Market culture of Telesur.
-
H1.3 :There is no significant difference between the existing Hierarchical and the preferred Hierarchical culture of Telesur.
-
H0.3: There is significant difference between the existing Hierarchical and the preferred Hierarchical culture of Telesur.
As mentioned earlier in paragraph 4.3.4 the paired sample T test was carried out for the testing of the hypotheses. As a result of those test we argue that: -
The p value for the first pair = 0.05.There for we nor reject or accept the Hypothesis H0.
-
The p value for the second pair < 0.05 and there for we reject the Hypothesis H0.1
-
The p value for the third pair < 0.05 hence we reject the Hypothesis H0.2 .
-
The p value for the fourth pair < 0.05 so we reject the Hypothesis H0.3 .
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5.3.5. Overall conclusion on the culture of Telesur. Taking all the above mentioned conclusions into consideration we can finally conclude that Telesur does not have a dominant culture and that this existing culture is not different from the preferred culture. The reason why there is no significant difference in the Telesur organization is because of the fact that the strategy of Telesur is not fully communicated and understood by the majority of the employees. The visualization in the Competing Value Framework shows also that there is no dominant subculture.
5.4. Recommendations. It can be there for recommended that Telesur when implementing the change program take this information into account. Telesur should be clear on the strategy and look which culture would benefit the strategy and direction of Telesur. Since there is no dominant culture you cannot simply implement a change program. It would be advisable to Telesur to also look at the competencies of the managers according the strategy. Also an correct alignment of the different change programs for the different Directorate is advisable. The top management of Telesur should focus more on the personnel change as a key to cultural change. In the end cultural change depends on the implementation of the actual behavior of the employees of that organization, which should be strengthen with the new cultural values. This personnel change program can also be guided by a derivative of the OCAI, namely the MSAI which is the Management Skill Assessment Instrument . The MSAI makes use of the same dimensions and culture types which the OCAI uses. Hence the MSAI focuses on twelve managerial competencies. These competencies for the Clan culture are: -
Managing teams.
-
Managing inter personnel relationship.
-
Managing development of others.
For the Adhocracy culture: -
Innovation management.
-
Future management.
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-
Management of constant improvement.
For the Market culture: -
Management of competitiveness.
-
Management of inspiring employees.
-
Management of customer.
For the Hierarchical culture: -
Management of accuracy.
-
Management of the control system.
-
Management of the coordination.
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Bibliography Books Esther Cameron, M. G. (2004). Making Sense of Change Management. London: Kogan Page Limited. H.Schein, E. (2009). The Corporate Survival Guide. San Francisco: Jossey-Bass. Hofstede, G. (1991). Allemaal andersdenkenden. Amsterdam: Wim ten Brinke bno. Kim S Cameron, R. E. (1999). Onderzoeken en Veranderen van Organisatiecultuur. Den Haag: Addison-Wesley Publishing Company Inc. Schein, E. H. (1992). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Stephen P.Robbins, T. A. (2009). Organizational Behavior. New Jersey: Pearson Education.
Reports and Journals A.Baker, K. (2002). Organizational Culture. Boisnier, A., & Jennifer, A. (2002). The Role of Subcultures in Agile Organizations. Cameron, K. S., & R.Ettington, D. (1988). The conceptual foundation of organizational culture, working paper #544. Cremer, J. (1993). Corporate culture and shared knowledge. Hofstede, G., Neuijen, B., d.Ohayv, D., & SAnders, G. (1990). Measuring Organizational Cultures:A Qualitative and Quantitative Study Across Twenty Cases. L.Aiman-Smith. (2004). What do we know about developing and sustaining a culture of innovation. M.Thorpe, B. (2009). Four Organizational Culture types .
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Tahir, S., Basit, T., M.Anis-Ul-Haque, h.Mushtaq, A., & U.Anwar, C. (2010). Knowledge Management Practices:Role of Organizational Culture. Yang, Y.-C., & Hsu, J.-M. (2010). Organizational process alignment,culture and innovation.
Websites. http://Bookboon.com http://www.wikipedia.org http://www.ocai-online.com
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APPENDIX 1. The OCAI questionnaire used. 1. Dominant Characteristics A The organization is a very personal place. It is like a extended family. People seem to share a lot of personal information and features. B
The organization is a very dynamic entrepreneurial place. People are willing to stick out their necks and take risks.
C
The organization is very result-oriented. A major concern is getting the job done. People are very competitive and achievementoriented.
D
The organization is a very controlled and structured place. Formal procedures generally govern what people do. Total
2. Organizational Leadership 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, innovation, 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. Total
3. Management of Employees MBA VI Management and Finance
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100 100 Preferred Dir.now
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Now 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 demands, and achievement.
D
The management style in the organization is characterized by security of employment, conformity, predictability in relationships. Total
4. Organization 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 an emphasis on achievement and goal accomplishment.
D
The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important.
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100
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Total 5.Strategic Emphases A The organization emphasizes human development. High trust, openness, and participation persist.
100 Now
100
100
Preferred Dir.now
The organization emphasizes acquiring new resources and creating new challenge. Trying new things and prospecting for opportunities are valued.
B
The organization emphasizes competitive actions and the Market place are dominant.
C
The organization emphasizes permanence and stability Efficiency, control and smooth operations are important. Total
D
6.Criteria of Success A
100 Now
100
100
Preferred Dir.now
The organization defines success on the basis of of 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 marketplace and outpacing the competition. Competitive market leadership is key.
D
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Appendix 2. Averges of the Directorate of Financial Affairs. AVERAGES OF DIRECTORATE FINANCIAL AFFAIRS(FEZ) A 25.83 25.00 30.00 36.67 24.17 27.50 30.83 40.83 30.00 45.00 30.83 32.50 30.83 26.67 21.67 33.33 27.50 26.17 23.33 29.93
B 25.00 25.00 18.33 29.17 25.00 30.83 27.50 23.33 20.00 11.67 29.17 21.67 23.33 25.00 30.00 31.67 22.50 26.33 22.50 24.63
C 25.00 25.00 26.67 20.00 25.83 25.83 22.50 22.50 30.00 20.00 23.33 24.17 23.33 24.17 23.33 20.00 25.83 22.50 20.83 23.73
A Now
B Now
C Now
D Now
29.93
24.63
23.73
21.67
D 24.17 25.00 25.00 14.17 25.00 15.83 19.17 13.33 20.00 23.33 16.67 21.67 22.50 24.17 25.00 14.17 24.17 25.00 33.33 21.67
FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ FEZ
Existing culture of Dir. Finance
A(Family) B(Adhocracy)
C(Market) D(Hyrarcy)
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Appendix 3. Averages of the Directorate of Commercial Affairs. AVERAGES OF DIRECTORATE COMMERCIAL AFFAIRS(CZ) A B C D 19.17 20.83 29.17 30.83 35.83 24.17 20.83 19.17 17.50 25.00 35.83 21.67 27.50 22.50 23.33 26.67 22.50 35.83 20.83 20.83 12.17 16.17 43.33 28.33 30.83 25.83 20.00 23.33 21.67 25.83 24.17 28.33 23.33 26.67 25.83 24.17 20.00 25.83 26.67 27.50 16.67 23.33 23.33 38.33 17.50 22.50 32.50 27.50 26.67 23.33 24.17 25.83 19.17 26.67 26.67 27.50 28.33 21.67 23.33 28.33 14.17 9.17 12.50 64.17 21.67 25.00 25.00 28.33 20.83 21.67 17.50 40.00 25.00 25.00 25.00 25.00 23.33 26.67 25.83 24.17 20.83 30.00 34.17 15.00 23.33 17.50 29.17 30.00 31.67 20.83 10.00 37.50 22.59 23.57 25.18 28.80 A Now 22.59
B Now 23.57
C Now 25.18
CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ CZ
D Now 28.80
Existing culture Dir.Commercial affairs A(Family) B(Adhocracy) C(Market) D(Hyrarcy)
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Appendix 4. Averages of the Directorate of Operations. AVERAGES OF DIRECTORATE OF OPERATIONS(OZ) A B C D 25.00 23.33 29.17 22.50 OZ 25.00 15.00 25.83 34.17 OZ 24.17 24.17 27.50 24.17 OZ 18.33 6.67 25.83 49.17 OZ 21.67 26.67 26.67 25.00 OZ 40.83 21.67 15.00 22.50 OZ 24.17 24.17 25.83 25.83 OZ 31.67 20.83 10.00 37.50 OZ 30.00 19.17 25.83 28.33 OZ 26.67 24.17 28.33 20.83 OZ 21.67 25.00 25.00 28.33 OZ 41.67 29.17 15.00 14.17 OZ 20.00 25.00 30.00 25.00 OZ 33.33 21.67 19.17 25.83 OZ 20.83 30.00 34.17 15.00 OZ 23.33 27.50 21.67 27.50 OZ 27.50 20.83 25.83 25.83 OZ 25.83 24.17 25.83 24.17 OZ 32.50 24.17 19.17 24.17 OZ 23.33 27.50 25.83 23.33 OZ 23.33 26.67 28.33 21.67 OZ 26.67 27.50 20.83 25.00 OZ 35.00 25.00 20.83 19.17 OZ 34.17 25.00 19.17 21.67 OZ 41.67 29.17 15.00 14.17 OZ 21.67 33.33 27.50 17.50 OZ 28.33 24.17 21.67 25.83 OZ 26.67 21.67 21.67 30.00 OZ 20.00 27.50 25.83 26.67 OZ 32.50 22.50 25.83 19.17 OZ 20.83 30.00 34.17 15.00 OZ 18.33 21.67 35.00 23.33 OZ 25.83 25.00 26.67 22.50 OZ 35.83 24.17 17.50 22.50 OZ 25.83 23.33 23.33 27.50 OZ 28.33 20.00 20.83 30.83 OZ 18.33 24.17 35.00 22.50 OZ 20.83 19.17 22.50 37.50 OZ
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15.00 24.17 25.83 15.83 35.83 20.83 30.00 25.00 25.83 26.67 23.33 20.00 20.83 23.33 35.00 15.83 25.00 24.17 25.83 25.00 15.83 20.00 25.68
32.50 20.00 25.00 16.67 25.00 30.00 18.33 25.00 26.67 24.17 28.33 28.33 19.17 27.50 25.00 25.83 30.00 24.17 25.00 23.33 25.83 28.33 24.42
31.67 35.00 20.00 26.67 20.83 34.17 26.67 25.00 23.33 27.50 27.50 23.33 22.50 21.67 20.83 27.50 23.33 25.83 25.00 29.17 27.50 23.33 24.86
20.83 20.83 29.17 39.17 18.33 15.00 25.00 25.00 24.17 21.67 20.83 28.33 37.50 27.50 19.17 30.83 21.67 25.83 24.17 22.50 30.83 28.33 25.04
A Now 25.68
B Now 24.42
C Now 24.86
D Now 25.04
OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ OZ
Existing culture of Dir. of Operations
A(Family) B(Adhocracy) C(Market) D(Hyrarcy)
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Appendix 5. Averages of the Directorate of General Affairs. AVERAGES OF DIRECTORATE OF GENERAL AFFAIRS(AD) A B C D 30.00 25.83 31.67 12.50 20.17 26.67 28.17 25.00 42.50 27.50 17.50 14.17 26.83 24.50 24.33 24.33 40.83 20.83 17.50 20.83 30.83 28.33 12.50 28.33 24.17 12.50 12.50 50.83 27.50 25.00 19.17 28.33 20.00 20.83 27.50 31.67 25.00 28.33 26.67 20.00 17.50 30.83 30.83 20.83 15.83 29.17 30.83 24.17 15.83 25.83 27.50 30.83 23.33 17.50 29.17 30.00 44.17 24.17 15.83 15.83 26.67 27.50 25.00 20.83 23.33 19.17 30.00 27.50 30.83 17.50 20.83 30.83 25.83 24.17 17.50 32.50 23.33 22.50 20.83 33.33 25.00 30.00 23.33 21.67 29.17 11.67 20.00 39.17 19.17 21.67 26.67 32.50 12.00 16.33 43.33 28.17 18.33 21.67 36.67 23.33 21.67 25.00 25.00 28.33 30.83 25.83 20.00 23.33 30.83 17.50 31.67 20.00 26.67 25.83 26.67 20.83 28.33 25.00 20.83 25.83 30.83 24.17 21.67 23.33 21.67 27.50 26.67 24.17 20.00 20.00 30.00 30.00 34.17 25.00 19.17 21.67 25.83 25.00 25.00 24.17 25.00 23.33 29.17 22.50 17.50 30.83 30.83 20.83
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25.72
23.65
24.93
25.74
A Now B Now C Now D Now 25.72 23.65 24.93 25.74
Existing culture of Dir. of General Affairs
A(Family) B(Adhocracy) C(Market) D(Hyrarcy)
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Appendix 6.Correlation table for the Directorates.
Correlations
VAR
Pears
0000
on
1
Corre
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
VAR
0000
0000
0000
0000
0000
0000
0000
0000
0000
0001
0001
0001
0001
0001
0001
0001
1
2
3
4
5
6
7
8
9
0
1
2
3
4
5
6
1
-.409
-.419
-
-.193
-.078
-.007
.148
.016
-.216
-.266
.338
-.306
.282
.165
.015
.573
*
lation Sig.
.082
.074
.010
.429
.750
.978
.545
.947
.375
.270
.157
.203
.242
.500
.951
19
19
19
19
19
19
19
19
19
19
-.240
.436
-.164
-.047
-.073
.204
.122
-.079
-.245
.096
(2tailed )
VAR
N
19
19
19
19
19
19
Pears
-.409
1
-.154
-.408
-.009
-
0000
on
2
Corre
.480
*
lation Sig.
.082
.529
.083
.971
.037
.323
.062
.503
.849
.766
.403
.618
.748
.312
.696
(2tailed ) N
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
VAR
Pears
-.419
-.154
1
.141
-.067
.328
.434
-.428
.236
.016
.075
-.210
.083
-.119
.083
-.065
0000
on
3
Corre
.074
.529
.564
.785
.171
.064
.068
.331
.948
.760
.389
.736
.628
.735
.793
N
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
Pears
-
-.408
.141
1
.280
.408
.033
-.403
.022
.280
.347
-
.199
-.201
-.004
-.071
lation Sig. (2tailed )
VAR 0000
on
4
Corre
.573
*
.484
*
lation
MBA VI Management and Finance
63 | P a g e
FHR Institute for Social Studies
Sig.
.010
.083
.564
N
19
19
19
Pears
-.193
-.009
-.067
.245
.083
.894
.087
.929
.245
.146
.036
.413
.408
.987
.773
19
19
19
19
19
19
19
19
19
19
19
19
19
.280
1
.262
-
-.359
-.285
-.290
.309
.213
-.143
-.354
-.054
.378
(2tailed )
VAR 0000
on
5
Corre
.494
*
lation Sig.
.429
.971
.785
.245
N
19
19
19
19
Pears
-.078
-
.328
.408
.226
.017
.093
.187
.179
.152
.329
.514
.098
.808
.075
23
23
23
23
23
23
23
23
23
23
23
23
.262
1
.102
-
-.170
-.057
.223
.028
.078
-.088
-.041
.014
(2tailed )
VAR 0000
on
6
Corre
.480
*
.759
*
*
lation Sig.
.750
.037
.171
.083
.226
N
19
19
19
19
23
Pears
-.007
-.240
.434
.033
-
.642
.000
.439
.795
.306
.900
.724
.690
.852
.948
23
23
23
23
23
23
23
23
23
23
23
.102
1
-
.317
.021
-.141
-.178
.176
.297
-.173
-.209
.012
.140
.926
.520
.417
.422
.169
.429
.339
(2tailed )
VAR 0000
on
7
Corre
.494
*
.513
*
lation Sig.
.978
.323
.064
.894
.017
.642
N
19
19
19
19
23
23
23
23
23
23
23
23
23
23
23
23
VAR
Pears
.148
.436
-.428
-.403
-.359
-
-
1
.006
.198
-.178
-.016
-.079
.045
.183
-.090
0000
on
.759*
.513*
8
Corre
*
(2tailed )
lation
MBA VI Management and Finance
64 | P a g e
FHR Institute for Social Studies
Sig.
.545
.062
.068
.087
.093
.000
.012
N
19
19
19
19
23
23
23
Pears
.016
-.164
.236
.022
-.285
-.170
.317
.978
.365
.417
.944
.721
.839
.404
.682
23
23
23
23
23
23
23
23
23
.006
1
-.030
-
-.179
-.137
.115
.164
(2tailed )
VAR 0000 9
*
.374
*
on
.699
Corre
*
*
.821
.000
.003
.290
.420
.497
.333
37
37
37
37
.060
.008
-.046
-.024
lation Sig.
.947
.503
.331
.929
.187
.439
.140
.978
N
19
19
19
19
23
23
23
23
60
60
60
60
Pears
-.216
-.047
.016
.280
-.290
-.057
.021
.198
-.030
1
.086
-
(2tailed )
VAR 0001
on
.716
0
Corre
*
*
lation Sig.
.375
.849
.948
.245
.179
.795
.926
.365
.821
N
19
19
19
19
23
23
23
23
60
Pears
-.266
-.073
.075
.347
.309
.223
-.141
-.178
-
.512
.000
.724
.964
.788
.888
60
60
60
37
37
37
37
.086
1
-.192
.134
.188
-.037
-.224
.143
.429
.266
.828
.182
(2tailed )
VAR 0001
on
.699
1
Corre
*
*
lation Sig.
.270
.766
.760
.146
.152
.306
.520
.417
.000
.512
N
19
19
19
19
23
23
23
23
60
60
60
60
37
37
37
37
VAR
Pears
.338
.204
-.210
-
.213
.028
-.178
-.016
-
-
-.192
1
.009
-.051
-.045
.067
0001
on
.374*
.716*
2
Corre
*
*
(2tailed )
.484*
lation
MBA VI Management and Finance
65 | P a g e
FHR Institute for Social Studies
Sig.
.157
.403
.389
.036
.329
.900
.417
.944
.003
.000
.143
N
19
19
19
19
23
23
23
23
60
60
60
Pears
-.306
.122
.083
.199
-.143
.078
.176
-.079
-.179
.060
.134
.959
.765
.789
.694
60
37
37
37
37
.009
1
-.025
-
(2tailed )
VAR 0001
on
.682
3
Corre
*
*
.358*
lation Sig.
.203
.618
.736
.413
.514
.724
.422
.721
.290
.724
.429
.959
.883
.000
.030
N
19
19
19
19
23
23
23
23
37
37
37
37
37
37
37
37
VAR
Pears
.282
-.079
-.119
-.201
-.354
-.088
.297
.045
-.137
.008
.188
-.051
-.025
1
-.003
-
0001
on
.634*
4
Corre
*
(2tailed )
lation Sig.
.242
.748
.628
.408
.098
.690
.169
.839
.420
.964
.266
.765
.883
N
19
19
19
19
23
23
23
23
37
37
37
37
37
Pears
.165
-.245
.083
-.004
-.054
-.041
-.173
.183
.115
-.046
-.037
-.045
-
.986
.000
37
37
37
-.003
1
-.238
(2tailed )
VAR 0001
on
.682
5
Corre
*
*
lation Sig.
.500
.312
.735
.987
.808
.852
.429
.404
.497
.788
.828
.789
.000
.986
.156
N
19
19
19
19
23
23
23
23
37
37
37
37
37
37
37
37
VAR
Pears
.015
.096
-.065
-.071
.378
.014
-.209
-.090
.164
-.024
-.224
.067
-
-
-.238
1
0001
on
.358*
.634*
6
Corre
(2tailed )
*
lation
MBA VI Management and Finance
66 | P a g e
FHR Institute for Social Studies
Sig.
.951
.696
.793
.773
.075
.948
.339
.682
.333
.888
.182
.694
.030
.000
.156
19
19
19
19
23
23
23
23
37
37
37
37
37
37
37
(2tailed ) N
37
*. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).
MBA VI Management and Finance
67 | P a g e
