The Mediating Effect Of Culture On The Relationship Between Interactive Management Case Study

The Mediating Effect of Culture on the Relationship between Interactive Management Strategy and Workers Social Awareness
The culture of an organization encompasses all the life experiences each worker brings to the organization. Culture arrived on the management scene in the l980s like a typhoon blowing in from far East. It suddenly became fashionable in consulting circles to sell culture like some article of organizational clothing, much as “management by objectives” or “total information systems” were once sold, (Harold Koontz & Heinz Weihrich). What gave this subject most impetus was Peter and Waterman’s book in search of Excellence. This depicted successful organisations as being rich in culture- permeated with strong and sustaining systems
While Ojo (2012) in his description opined that organizational culture, though not tangible, is manifested at the work place through its effects on work processes, workplace relationships and working conditions. Culture has evolved drastically as a’ term and a concept since inception. With this evolution and malleability of culture as a modem idea in mind, it is important to explore the various aspects of culture in society today. As culture is such a central component of human identity, the recognition of the role that culture plays in our daily lives is a critical context which we must be consistently aware. Ojo (2012) however in his opinion, noted that culture has no generally accepted definition but he observed that various scholars agree to the effect and influence of organizational culture on employee behaviour, organizational productivity level, performance and ethical behaviour. The Oxford English Dictionary defines culture as the beliefs, values,
Although a company may have its “own unique culture, in larger organizations there are sometimes co-existing or conflicting subcultures because each subculture is linked to a different management team. When one views organizational culture as a variable, one takes on the perspective that culture is something that characterizes an organization. Organizational culture can be manipulated and altered depending on leadership and members. Dcnison (1990) classified organisational culture into four fundamental views, namely: the consistent organisational culture which embodies the idea of improved internal cohesion, co-ordination and organizational identification through members shared beliefs, values, and goals. The mission culture which views members solidarity through shared beliefs, sense of purpose, values and direction as a cohesive tool in the pursuit of collective goals. Culture which views involvement and participation as paths to achieving a shared sense of responsibility and ownership, thus enhancing positive work behaviour, support and loyalty. The adaptability culture which utilises norms and beliefs as instruments in receiving, interpreting and translating signals from the environment into internal organisation and behavioural changes which will enable the organisation adjust to its environment, survive, grow and also