442 How organisational culture affects organisational performance 443 Extent to

442 how organisational culture affects organisational

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affect organizational performance while 43% held contrary opinion. 4.4.2 How organisational culture affects organisational performance 4.4.3 Extent to which organisational culture affects organisational performance Table 4.7 Extent to which organisational culture affects organisational performance Elements of organisational that may have influence on organisational performance Agree Fairly agree Disagree Strongly disagree Total Core values N 41 12 7 - 60 Percentage (%) 68 20 12 - 100 Camaraderie N 34 19 5 2 60
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Percentage (%) 7 32 8 3 100 Open communicatio n N 29 18 16 3 60 Percentage (%) 48 30 17 5 100 Celebrations N 21 15 20 4 60 Percentage (%) 35 25 33 7 100 Commitment to learning N 32 14 10 4 60 Percentage (%) 53 23 17 7 100 Company history N 17 10 20 13 60 Percentage (%) 28 17 33 22 100 Source: (Researcher, 2013) 4.44Extent to which organisational culture affects organisational performance Figure 5.5 Extent to which organisation’s core values influence organisational performance 68% 20% 12% Core values Agree Fairly agree Disagree
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Source: (Researcher, 2013) Figure 5.6 Extent to which camaraderie influence organisational performance 57% 32% 8% 3% Camaraderie Agree Fairly agree Disagree Strongly disagree Source: (Researcher, 2013) Figure 5.7 Extent to which organisation’s open communication influence organisational performance 48% 30% 17% 5% Open communication Agree Fairly disagree Disagree Strongly disagree Source: (Researcher, 2013)
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Figure 5.8 Extent to which organisation’s celebrations influence organisational performance 35% 25% 33% 7% Celebrations Agree Fairly agree Disagree Strongly disagree Source: (Researcher, 2013) Figure 5.9 Extent to which commitment to learning influence organisational performance
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53% 23% 17% 7% Commitment to learning Agree Fairly agree Disagree Strongly disagree Source: (Researcher, 2013) Figure 6.0 Extent to which organisation’s history affects organisational performance 28% 17% 33% 22% Company history/chronicles Agree Fairly Agree Disagree Strongly disagree Source: (Researcher, 2013) As indicated in Table 4.7 and subesquent charts; core values, camaraderie, open communication, celebrations and commitment to learning as elements of management which have a great bearing on performance of KWS .The respondents however do not consider company chronicles as making substantial contribution to performance considering it is only 28% of respondents who hold that company history contributes to performance. These results
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imply that as aspects of management should be pursued because of the critical role they play in organisational performance. 4.5 Sound management and organisational performance Table 4.8 Wether sound management affects organisational performance Whether sound management affects organisation performance N Percentage (%) Yes 48 80 No 12 20 60 100 Figure 6.1 Wether sound management affects organisational performance Yes No 0 10 20 30 40 50 60 70 80 90 80 20 sound management influences organisational perf Source: (Researcher, 2013) The results in Table 4.8 and Figure 6.1 reprsents the responses on wether sound management affects organisational perfomance;80% of responses gave an affirmative response while 20%
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said management that does not influence perfomance.Considering the significant 80%
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