Page
53
ORGANISATIONAL CULTURE ASSESSMENT IN PRIVATE UNIVERSITIES
COLLEGES IN GHANA: EVIDENCE FROM ONE UNIVERSITY COLLEGE
Hannah E. A. Acquah (PhD Candidate) Facult
y of Management, University of Professional
Studies and
Benjamin Edem Zogbator Regent University College of Science and Technology
ABSTRACT
Organisational culture is not only able to change, guide and display but also gives
significant cont
ributions by influencing the thought, feeling, interaction and
performance of staff. Faculty perception of organisational culture plays a major role in
staff efficiency and effectiveness. In this study we explored Organisational Culture ty
pes that
existed in one private university college. The purpose was to examine the dominant
culture and the preferred culture types in the University College and to provide
empirical insights into the types of organisational
culture that exist in the university
college. The study was exploratory, and data were collected from twenty faculty members
(27%) using questionnaire adapted from the Organisational Culture Assessment Tool
(OCAT) by Organisational Capacity Im
provement Consultants (OCIC) UK. The four
scales of the questionnaire were designed to measure the cultures of Power, Role,
Achievement and Support in the University College using Microsoft Excel Software.
Staff perception of
the organisational culture of the University College was that all the
four types existed. The dominant culture is power which implies that power is more vested in
management than in faculty. Achievement and support cultures were preferred by fa
culty.
This paper provides empirical evidence of types of cultures in the private university college
and serves as a catalyst for change management. Key words Organisational culture,
University College Faculty, OCAT