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Organizational Culture

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Organizational Culture

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ORGANIZATIONAL CULTURE AND ITS EFFECTS ON THE PERFORMANCE OF CHURCH MAINTAINED EDUCATION INSTITUTIONS: THE CASE OF SEVENTH-DAY ADVENTIST (S.D.A) CHURCH INSTITUTIONS IN WESTERN KENYA.

BY:-

MUYA, JAMES NG’ANG’A

SBE/D.PHIL/020/09

A RESEARCH PROPOSAL PRESENTED TO THE SCHOOL OF BUSINESS AND ECONOMICS IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR AWARD OF THE DEGREE OF DOCTOR OF PHILOSOPHY IN BUSINESS MANAGEMENT OF MOI UNIVERSITY.

2010

CHAPTER ONE

INTRODUCTION

1. Overview

This chapter provides the background to the study, specifies the problem of the study, the purpose of the study, the objectives of the study, the research questions and hypotheses, the significance of the study, justification of the study, theoretical framework, the conceptual framework underpinning the study, limitations of the study, assumptions of the study and the definitions of key words used in the study.

1.1. Background to the study
Organizational culture is generally considered to be, at its deepest level, a cognitive phenomenon, “the collective programming of the mind” (Hofstede 1998) and “the basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously,” (Schein 1999). However, though organizational culture may reside in the collective minds of organizational members, it is manifested in tangible ways, such as behaviors, throughout the organization (Detert, Schroeder, and Mauriel 2000). In an effort to understand the full complexity of organizational culture, researchers have attempted to identify the components that comprise an organization’s culture. One component that recurs in descriptions of organizational culture is the values that are held by the members of the organization. Hofstede, Neuijen, Ohayv, and Sanders (1990) picture organizational culture as an onion, containing a series of layers, with values comprising the core of the onion. Trice and Beyer (1993), believe that values...

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