A survey of organizational culture and organizational performance in a manufacturing company
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
Exploring situational leadership as a key competence in driving the implementation of the integrated development plan of a South African municipality
- Authors: Nkosimbini, Aphiwe
- Date: 2020
- Subjects: Municipal government -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Situational leadership , Integrated development plan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/145302 , vital:38426
- Description: Situational leadership is relevant to any organisation responsible for the delivery of services. Senior public sector leaders must cultivate the characteristics necessary to drive the implementation of initiatives geared towards meeting the developmental objectives of local government. The introduction of the Integrated Development Plan (IDP) of the municipality for the political term beginning in August 2016 provided a prospect of investigating the management of the implementation of this strategic blueprint in the context of the type of leadership styles prevalent in the local government environment. This dissertation therefore elucidates the idea of situational leadership as a key competence in driving the implementation of the IDP. This is through an examination of the understandings of twelve managers involved in driving this implementation. This research took the form of an evaluation case study. The critical incident technique was used to establish from the managers, as part of the interviews, a particular incident relevant to the delivery of services in line with the IDP. The focus in engaging with research participants was on their exercise of leadership as managers through the various contexts/ situations that arise within their working environment. The perspective gleaned from the participants is one which demonstrates the application of the model of situational leadership in a given sector. Furthermore, the study pinpointed the need to consider situational leadership through situation-specific lenses that take on board the role of relationships, organisational culture and its perceived impact on the performance of the organisation. The Case Study of the application of situational leadership provides insight into the myriad of challenges faced by local government leaders in driving service delivery imperatives. This is achieved through interviews with participants and the use of inductive thematic analysis as a tool of analysis. It provides an example of the value to be derived from situational leadership for leaders wanting to reach new frontiers in the work that they do. Ultimately, the service delivery expectations must be satisfied by those on whom this responsibility falls.
- Full Text:
- Date Issued: 2020
- Authors: Nkosimbini, Aphiwe
- Date: 2020
- Subjects: Municipal government -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Situational leadership , Integrated development plan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/145302 , vital:38426
- Description: Situational leadership is relevant to any organisation responsible for the delivery of services. Senior public sector leaders must cultivate the characteristics necessary to drive the implementation of initiatives geared towards meeting the developmental objectives of local government. The introduction of the Integrated Development Plan (IDP) of the municipality for the political term beginning in August 2016 provided a prospect of investigating the management of the implementation of this strategic blueprint in the context of the type of leadership styles prevalent in the local government environment. This dissertation therefore elucidates the idea of situational leadership as a key competence in driving the implementation of the IDP. This is through an examination of the understandings of twelve managers involved in driving this implementation. This research took the form of an evaluation case study. The critical incident technique was used to establish from the managers, as part of the interviews, a particular incident relevant to the delivery of services in line with the IDP. The focus in engaging with research participants was on their exercise of leadership as managers through the various contexts/ situations that arise within their working environment. The perspective gleaned from the participants is one which demonstrates the application of the model of situational leadership in a given sector. Furthermore, the study pinpointed the need to consider situational leadership through situation-specific lenses that take on board the role of relationships, organisational culture and its perceived impact on the performance of the organisation. The Case Study of the application of situational leadership provides insight into the myriad of challenges faced by local government leaders in driving service delivery imperatives. This is achieved through interviews with participants and the use of inductive thematic analysis as a tool of analysis. It provides an example of the value to be derived from situational leadership for leaders wanting to reach new frontiers in the work that they do. Ultimately, the service delivery expectations must be satisfied by those on whom this responsibility falls.
- Full Text:
- Date Issued: 2020
Enhancing the organisational culture at Spar Eastern Cape: a case study
- Authors: Dick, Siyolo
- Date: 2013
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Teams in the workplace -- South Africa -- Eastern Cape , Chain stores -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8885 , http://hdl.handle.net/10948/d1020804
- Description: SPAR Eastern Cape is a special organisation. It is an extraordinary place to work and have fun at. The organisation celebrated its twentieth “birthday” in 2013. Operating in a very difficult sector, this business has done extremely well in establishing itself as one of the leading businesses in the Eastern Cape. The success of this incredible business is driven by employees from all levels. With an extreme conviction in the apothegm that “none of us is as smart as all of us”, the organisation is built around high performance teams through a unique culture called: Amafela Ndawonye (referred to as Amafela hereafter). “Amafela” has been in operation at SPAR Eastern Cape since the organisation’s inauguration in 1993. Organisational cultures are dynamic. Organisational cultures shift, incrementally and constantly, in response to external and internal changes. Trying to assess an organisational culture is therefore complicated by the reality that one is trying to hit a moving target. However, a possibility exists that culture enhancement can be managed as a continuous process rather than big shifts (often in response to a crisis). A stable destination with regards to organisational culture should never be reached. The culture of an organisation should always be learning and developing. This prompted the researcher to ask the question, as an organisation responds to internal and external changes; can it lose its relevancy in the process? The primary objective of this research is to determine whether the commitment to the culture of “Amafela” and relevancy thereof at SPAR Eastern Cape is declining. The first step in achieving this objective was an in-depth theoretical study. The second step, and in order to achieve this objective, was an empirical survey conducted to canvas the opinions of (N= 149) respondents at SPAR Eastern Cape. The main findings of this research conducted at SPAR Eastern Cape can be summarised as follows: The organisational culture was assessed according to how respondents interpret the organisation’s existing organisational culture, and thus underlining areas in need of enhancement. In general the outcome of the survey exhibited that a large number of employees at SPAR Eastern Cape denoted that the culture of “Amafela” is still strong and is still relevant in the organisation. In this research, good to excellent levels of consistency for all eleven factors of “Amafela” were achieved. The items are therefore parallel in the test. Organisational leaders will influence the function of the people within the organisation. Moreover, leadership will set the present and future course of the company. This research articulates a correlation between leadership and “Amafela” factors. The eleven dimensions of the “Amafela” factors ranked according from favourable to less favourable. Customer focus emerged as the factor which most respondents agreed and strongly agreed with. It can be concluded then, that the culture of “Amafela Ndawonye” at SPAR Eastern Cape has the full support of the employees and is still relevant in the organization.
- Full Text:
- Date Issued: 2013
- Authors: Dick, Siyolo
- Date: 2013
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Teams in the workplace -- South Africa -- Eastern Cape , Chain stores -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8885 , http://hdl.handle.net/10948/d1020804
- Description: SPAR Eastern Cape is a special organisation. It is an extraordinary place to work and have fun at. The organisation celebrated its twentieth “birthday” in 2013. Operating in a very difficult sector, this business has done extremely well in establishing itself as one of the leading businesses in the Eastern Cape. The success of this incredible business is driven by employees from all levels. With an extreme conviction in the apothegm that “none of us is as smart as all of us”, the organisation is built around high performance teams through a unique culture called: Amafela Ndawonye (referred to as Amafela hereafter). “Amafela” has been in operation at SPAR Eastern Cape since the organisation’s inauguration in 1993. Organisational cultures are dynamic. Organisational cultures shift, incrementally and constantly, in response to external and internal changes. Trying to assess an organisational culture is therefore complicated by the reality that one is trying to hit a moving target. However, a possibility exists that culture enhancement can be managed as a continuous process rather than big shifts (often in response to a crisis). A stable destination with regards to organisational culture should never be reached. The culture of an organisation should always be learning and developing. This prompted the researcher to ask the question, as an organisation responds to internal and external changes; can it lose its relevancy in the process? The primary objective of this research is to determine whether the commitment to the culture of “Amafela” and relevancy thereof at SPAR Eastern Cape is declining. The first step in achieving this objective was an in-depth theoretical study. The second step, and in order to achieve this objective, was an empirical survey conducted to canvas the opinions of (N= 149) respondents at SPAR Eastern Cape. The main findings of this research conducted at SPAR Eastern Cape can be summarised as follows: The organisational culture was assessed according to how respondents interpret the organisation’s existing organisational culture, and thus underlining areas in need of enhancement. In general the outcome of the survey exhibited that a large number of employees at SPAR Eastern Cape denoted that the culture of “Amafela” is still strong and is still relevant in the organisation. In this research, good to excellent levels of consistency for all eleven factors of “Amafela” were achieved. The items are therefore parallel in the test. Organisational leaders will influence the function of the people within the organisation. Moreover, leadership will set the present and future course of the company. This research articulates a correlation between leadership and “Amafela” factors. The eleven dimensions of the “Amafela” factors ranked according from favourable to less favourable. Customer focus emerged as the factor which most respondents agreed and strongly agreed with. It can be concluded then, that the culture of “Amafela Ndawonye” at SPAR Eastern Cape has the full support of the employees and is still relevant in the organization.
- Full Text:
- Date Issued: 2013
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