Organisational culture is defined as the ways in which things are accomplished, a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation 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 1992:12). In comparison to earlier times, organisational culture is more in demand and recognised at present (Schein, 1992) due to competition, increased globalisation, diversified workforce and formation of business coalitions. This in turn led to product and strategy innovation; integration among firm’s or industrial units to improve efficiency, quality, speed in manufacturing and distribution of services; introduction of new technologies; international transactions; facilitation of teamwork; and management of the diverse human resource (Collins and Porras, 1994). Sharing of thoughts and experiences with others implies that organisational culture promotes a certain level of stability among the members of the firm’s or industry. Econet Wireless organisational culture basically encompasses the values, beliefs and ideas on what the firm’s or industry is all about, how its workforce should behave and how it defines itself in relation to its external environment. It is this firm’s reality that shapes its activities. The organisational culture is reflected in firm’s philosophies, rules, norms, values, climate, symbols, heroes, and almost everything its member do. ‘Culture is one of the most precious things a company has, so corporate culture strength refers to how widely and deeply employees hold the company’s dominant values and assumptions. Thus Econet’s employees across all submit, hold the dominant values that is, pioneering, professionalism and personal. These values are also institutionalized through well-established artifacts, thereby making it difficult for those values to change. Furthermore, this culture is long-lasting; as it can be traced back to Strive Masiyiwa company founder’s values and assumptions Culture is formed by screening and selecting new employees who share the same values as your organization. However, culture evolves, it is not static. Both internal (hiring, staff turnover, etc) and external (technology, competition, etc.) factors shape Econet wireless culture. Beliefs, vision, objectives and business are compatible with culture. If this is the case, Econet wireless organizational culture becomes a valuable ally in strategy implementation. Organizational culture of Econet wireless has been linked to economic performance and organization viability/success for example, Econet business strategy for the 2010-211 where to: i.
Upgrade network infrastructure to offer total world class converged communication solutions ii.
Expand network to grow subscriber base to five million over the next eighteen months iii.
Consolidate the number one market leadership
Thus through its dedicated to continuous improvement, with visionary leaders who ‘walk their talk’ and focus on a set of core values, these strategies were easy to implement since the organizational culture support and evolves around the whole organization as supported by its healthy financially shown by its 2010-2011 annual financial report in which it marginalized $140.1 million annual profit which shows successful strategy implementation of expanding network to grow subscriber base to five million over the next eighteen months Its Organizational culture has also been shown to be important for successful new product/process innovation and organizational change that is the launch of 3G and broadband and services and evolving of new generation shops showing a milestone achievement in its strategy implementation of upgrading network infrastructure to offer total world class converged communication solutions Organizational culture of Econet wireless is ‘supported’...
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