USING/KNOWING THE PAST TO DETERMINE THE WAY FORWARD: THE ROLE OF CORPORATE CULTURE IN PERFORMANCE

Abstract

The study investigated the level of correspondence between the existing culture of Methodist      University College Ghana (MUCG) and its preferred culture and determined whether the dominant culture, functioning of teams and capacity of MUCG support MUCG’s efforts towards the realization of its corporate goals. The multi-stage sampling technique was used to select a sample of sixty one (61) respondents out of the total population of 191 who had been working in MUCG for at least two years as at December 2009. Both secondary and primary data were gathered for the study.

Results of the study show that the existing culture (power) was at variance with the preferred culture (achievement) and this was affecting the level of performance/effectiveness of MUCG. The work teams within the University College were also not functioning effectively at the time of the study. In addition, there were no strong linkages with other Universities to ensure the training of academic staff to acquire terminal degrees (PhD’s). MUCG’s vision and mission were not shared and owned by organizational members, and this had affected people’s commitment and effort towards the realization of corporate goals. The study recommends that management needs to facilitate a change process in order to move from the dominant existing culture of power orientation to a preferred culture of achievement. Management should review current management practices in order to reduce the fear and anxiety that are endemic to power orientated culture. Also demanding goals should be set and rewards should be based on the achievement/performance. Finally, in addressing the gap between the existing and preferred culture, efforts should be tailored and based on the nature of work of each work team so as to ensure the type of culture that will facilitate its operations.

Keywords: Corporate culture, Performance, Methodist University College Ghana.