The alignment of sub-cultures and performance within different operational units
| dc.contributor.author | Lemekoana, Anna | |
| dc.contributor.supervisor | Stacey, Anthony | |
| dc.date.accessioned | 2024-10-15T10:36:45Z | |
| dc.date.available | 2024-10-15T10:36:45Z | |
| dc.date.issued | 2023 | |
| dc.description | A research article submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Business Administration Johannesburg, 2023 | |
| dc.description.abstract | This study investigates the alignment of subculture with performance in different units that forms an operation within a firm. Subcultures form when there is alteration in organizational structures, mainly due to outsourcing of specialized skills in the form of contractors. According to McLaughlin (2021), subculture emerges because of physical separation, departmental skill specialization, functional specialty, tenure, and identity. These subcultures can either promote or impede the performance of sub-units within a single operation and ultimately affect the overall performance of the operation. The objective of this study is to assess the existing subcultures in different operational units of New Vaal surface plant; explore the relationship between subculture and performance, and lastly to determine the ideal culture that supports good performance. The research design is quantitative in nature. A survey instrument was used to assess the existing cultures in the seven sub-units that collectively forms New Vaal surface plant operation. The survey questionnaires were mainly informed by the literature, but some were adopted from the OCAI (organizational culture assessment instrument) model which is highly recommended for cultural assessment (Cameron & Quinn, 1999). The SPSS programme was used to undertake the statistical analysis in this study. The result of this study shows that hierarchy is the most dominant culture that exists in 4 of the 7 subunits that forms New Vaal surface plant. Market culture is the second dominant existing in two of the seven subunits while clan culture was found to be dominant in only one of the seven subunits. Although adhocracy culture was found to be existing in some of the subunits, it was not dominant. Looking at the relationship between performance and the existing dominant cultures, it was found that, a) a positive but weak relationship between clan culture and organizational performance exist; b) there is no relationship between adhocracy culture and organizational performance, c) there is a positive and negative relationship between hierarchy culture and organizational performance, and d) there is no relationship between market culture and organizational performance. | |
| dc.description.submitter | MM2024 | |
| dc.faculty | Faculty of Commerce, Law and Management | |
| dc.identifier.citation | Lemekoana, Anna. (2023). The alignment of sub-cultures and performance within different operational units[Master’s dissertation, University of the Witwatersrand, Johannesburg]. WireDSpace. | |
| dc.identifier.uri | https://hdl.handle.net/10539/41592 | |
| dc.language.iso | en | |
| dc.publisher | University of the Witwatersrand, Johannesburg | |
| dc.rights | © 2023 University of the Witwatersrand, Johannesburg. All rights reserved. The copyright in this work vests in the University of the Witwatersrand, Johannesburg. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of University of the Witwatersrand, Johannesburg. | |
| dc.rights.holder | University of the Witwatersrand, Johannesburg | |
| dc.school | WITS Business School | |
| dc.subject | Alignment of subculture | |
| dc.subject | Sub-cultures | |
| dc.subject | Performance | |
| dc.subject | UCTD | |
| dc.subject.other | SDG-8: Decent work and economic growth | |
| dc.title | The alignment of sub-cultures and performance within different operational units | |
| dc.type | Dissertation |