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DEBRE BERHAN UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS MANAGEMENT
DETERMINANTS OF ORGANIZATIONAL CULTURE IN BREWERIES:
CASE OF DASHEN BREWERY DEBRE BERHAN PLANT
MBA. Thesis
Desalegn Berhanu
June, 2020
Debre Berhan, Ethiopia
DEBRE BERHAN UNIVERSITY
COLLEGE OF POST GRADUATE
DETERMINANTS OF ORGANIZATIONAL CULTURE IN BREWERIES:
CASE OF DASHEN BREWERY DEBRE BERHAN PLANT
A Thesis Submitted to the Department of Management, College of Business
and Economics, Debre Berhan University
In Partial Fulfilment of the Requirements for the Degree of Master of
Arts in Business Administration
Desalegn Berhanu
ADVISOR: Lemma Nigussie (PhD)
June, 2020
Debre Berhan, Ethiopia
i
DECLARATION
I declare that this thesis is my genuine work, and that all sources of materials used for this thesis
have been profoundly acknowledged. This thesis has been submitted in partial fulfilment of the
requirements for Master of Art (MBA) at Debre Berhan University and it is deposited at the
University library to be made available for users under the rule of the library. I declare that this
thesis is not submitted to any other institution anywhere for the award of any academic degree,
diploma or certificate.
Brief quotations from this thesis are allowable without special permission, provided that accurate
acknowledgement of source is made. Requests for permission for extended quotation from or
reproduction of this manuscript in whole or in part may be granted by the head of the department
or the Dean of College of Post Graduate when in his/her judgment the proposed use of the material
is in the interest of scholarship. In all other instances, however, permission must be obtained from
the author and advisors of this thesis/dissertation.
Name: ___ Desalegn Berhanu ________ Signature: ---------------------
Place: College of Business and Economics, Debre Berhan University.
Date of Submission: -----------------------------------
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DEBRE BREHAN UNIVERSITY
SCHOOL OF GRADUATE STUDIES
COLLEGE OF BUSINESS AND ECONOMICS
THESIS SUBMISSION FOR DEFENSE
APPROVAL SHEET - I
This is to certify that the thesis entitled: Determinants of Organizational Culture in Breweries:
Case Of Dashen Brewery Debre Berhan Plant submitted in partial fulfilment of the
requirements for the degree of Masters of Arts with specialization in Business Administration of
the Graduate Program of the Management, College of Business and Economics, Debre Berhan
University and is a record of original research carried out by Desalegn Berhanu, under my
supervision, and no part of the thesis has been submitted for any other degree or diploma.
The assistance and help received during the course of this investigation have been duly
acknowledged. Therefore, I recommend that it to be accepted as fulfilling the thesis/dissertation
requirements.
Lemma Nigussie (PhD) __________________ ________________
Name Signature Date
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DEBRE BREHAN UNIVERSITY
SCHOOL OF GRADUATE STUDIES
COLLEGE OF BUSINESS AND ECONOMICS
THESIS SUBMISSION FOR DEFENSE
APPROVAL SHEET - II
We, the undersigned members of the boarded of the examiners of the final open defense by
Desalegn Berhanu have read and evaluated her thesis entitle Determinants of Organizational
Culture in Breweries: Case Of Dashen Brewery Debre Berhan Plant, and examined the
candidate. This is therefore to certify that the thesis has been accepted in partial fulfilment of the
requirements for the degree of Master of Arts of Business Administration.
_____________________ _______________ _____________
Name of the Chairperson Signature Date
_____________________ _______________ _____________
Name of Major Advisor Signature Date
_____________________ _______________ _____________
Name of Internal Examiner Signature Date
_____________________ _______________ _____________
Name of External Examiner Signature Date
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ACKNOWLEDGEMENTS
First and foremost I would like to praise the almighty God for all its unspeakable gifts throughout
my life.
My next gratitude goes to my advisor Lemma Nigussie (PhD) for all his constructive comments
in this paper.
My gratitude also goes to Dashen Brewery S.C. Debre Berhan Plant management and employees
for giving me permission to conduct the study in the company and participating in the data
collection.
Finally, I would like to forward my heartfelt gratitude to all individuals who contribute their
knowledge, time and energy for the successful completion of this study.
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TABLE OF CONTENT
Contents Pages DECLARATION ........................................................................................................................... i
APPROVAL SHEET - I ............................................................................................................... ii
APPROVAL SHEET - II .............................................................................................................iii
ACKNOWLEDGEMENTS ......................................................................................................... iv
TABLE OF CONTENT ............................................................................................................... v
LIST OF TABLES ...................................................................................................................... viii
LIST OF FIGURES ...................................................................................................................... ix
ABSTRACT ...................................................................................................................................x
CHAPTER ONE ........................................................................................................................... 1
INTRODUCTION ........................................................................................................................ 1
1.1. Background of the Study .............................................................................................. 1
1.2. Statement of the Problem.............................................................................................. 3
1.3. Research Questions ...................................................................................................... 4
1.4. Objectives of the study ................................................................................................. 4
1.4.1. General objectives:- ............................................................................................ 4
1.4.2. Specific objectives .............................................................................................. 4
1.5. Significance of the Study .............................................................................................. 4
1.6. Scope the Study ............................................................................................................ 5
1.7. Definition of Terms ...................................................................................................... 5
1.8. Organization of the Study ............................................................................................. 6
1.9. Background of the Study Area ...................................................................................... 6
CHAPTER TWO .......................................................................................................................... 8
LITERATURE REVIEW ............................................................................................................. 8
2.1. Theoretical Literature ................................................................................................... 8
2.1.1. History of organizational culture ........................................................................ 8
2.1.2. Definitions of organizational culture .......................................................................... 9
2.1.3. Dominant and sub-cultures .......................................................................................11
2.1.4. Culture versus climate ..............................................................................................11
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2.1.5. Types of organizational culture .................................................................................12
2.1.6. Models of organizational culture .......................................................................16
2.2. Empirical Literature ....................................................................................................27
2.3. Conceptual Framework................................................................................................30
CHAPTER THREE .................................................................................................................... 31
RESEARCH METHODOLOGY .............................................................................................. 31
3.1. Research Design ......................................................................................................31
3.2. Study Approach .......................................................................................................31
3.3. Study Population .....................................................................................................31
3.4. Sample Size Determination......................................................................................32
3.5. Sampling Techniques ..............................................................................................32
3.6. Data Type and Sources of Data ................................................................................34
3.7. Data Collection Instrument ......................................................................................35
3.7.1. Pre- testing of questionnaires ........................................................................35
3.7.2. Validity of the instrument .............................................................................35
3.7.3. Reliability of the instrument ..........................................................................35
3.8. Description of the Model .........................................................................................36
3.8.1. Design of the model ......................................................................................36
3.9. Method of Data Analysis .........................................................................................38
3.9.1. Descriptive analysis ......................................................................................38
3.9.2. Econometrics analysis ...................................................................................38
3.10. Ethical Considerations .........................................................................................39
CHAPTER FOUR ...................................................................................................................... 40
DATA ANALYSIS AND DISCUSSION ................................................................................. 40
4.1. Introduction .............................................................................................................40
4.2. Demographic Characteristics of the Respondents .....................................................40
4.3. Test of Validity and Reliability ................................................................................45
4.3.1. Reliability test ...............................................................................................45
4.3.2. Validity test ..................................................................................................47
4.4. Analysis of the Specific Objectives ..........................................................................47
4.4.1. Introduction ..................................................................................................47
4.4.2. Analysis on the working habit between members of the plant. .......................47
4.4.3. Analysis of the supervision relationship of the plant. .....................................56
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4.4.4. Analysis on Competency and Capability. ......................................................63
4.4.5. Analysis of the company Long-Term Strategy and Goal (Mission). ...............69
4.5. Economic results of Organizational Culture determinant factors ..............................75
4.5.1. Determinant Factors of Organizational Culture .............................................75
Chapter Five ................................................................................................................................ 79
Conclusion and Recommendation ............................................................................................. 79
5.1. Conclusion ..............................................................................................................79
5.2. Recommendation .....................................................................................................81
5.2.1. Recommendations from the study .................................................................81
5.2.2. Direction for further study and limitations .....................................................82
REFERENCE .............................................................................................................................. 83
APPENDIX- I: MEAN AND STANDARD DEVIATION OF VARIABLES ...................... 87
APPENDIX-II: CORRELATION MATRIX ............................................................................ 91
APPENDIX-III: MULTIPLE REGRESSION ASSUMPTION TESTS ................................. 92
APPENDIX- IV: QUESTIONNAIRE ...................................................................................... 95
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LIST OF TABLES
Tables Pages
Table 1: Total number of employees from 8 departments. ......................................................... 34
Table 2: Gender, Age and Level of education of Respondents ................................................... 41
Table 3: Empowerment ............................................................................................................. 48
Table 4: Team Orientation......................................................................................................... 51
Table 5: Capacity Development ................................................................................................ 53
Table 6: Core Values ................................................................................................................. 56
Table 7: Agreement ................................................................................................................... 59
Table 8: Coordination and Integration ....................................................................................... 61
Table 9: Creating Change .......................................................................................................... 63
Table 10: Customer Focus ......................................................................................................... 66
Table 11: Organizational learning ............................................................................................. 68
Table 12: Strategic direction and intent ..................................................................................... 70
Table 13: Goal and objectives ................................................................................................... 71
Table 14: Vision ........................................................................................................................ 73
Table 15: Econometric results of the Organizational Culture determinant factors ...................... 76
ix
LIST OF FIGURES
Figures Pages
Figure 1: Schein’s Model of Organizational Culture .................................................................. 17
Figure 2: Hofstadter’s Model of Organizational Culture ............................................................ 19
Figure 3: Conceptual Framework of the Study........................................................................... 30
Figure 4: Functional Department of Sampled Respondents ........................................................ 42
Figure 5: Position of sampled Respondents ............................................................................... 43
Figure 6: Work Experience of sampled Respondents ................................................................. 44
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ABSTRACT
as a system of shared meanings, including the language, dress, patterns of behaviors, value system,
feelings, attitudes, interactions and group norms of employees within the organization. It is seen
as a system of shared values held by employees that distinguishes one organization from another.
This paper has identified the major Determinants of Organizational Culture in Breweries: Case
of Dashen Brewery S.C Debre Berhan Plant. In order to do so, the study it has employed
descriptive and explanatory research design. The researcher has collected data from employees
of Dashen Brewery S.Co Debre Berhan Plant and used both quantitative type of research
approach to identify the determinant factors that can influence organizational culture. In order to
collect the relevant data, the researcher has taken 164 employees of the brewery. The data was
collected using stratified random sampling technique. After the relevant data have been collected,
it was analyze using descriptive and inferential statistics techniques, mean, standard deviations,
correlation and multiple regression (inferential statistics). Finding shows that all the identified
dimensions of organizational culture which are Involvement, Consistency, Adaptability and
Mission were found to be statistically significant to be regarded as a determinant factor to
influence organizational culture. Accordingly recommendations for the brewery was made to
consider all the determinants to build an organizational culture which enable every member to
function comfortably and work in harmony.
Keywords: Organizational Culture, Involvement, Consistency, Adaptability, Mission,
Inferential Statistics.
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CHAPTER ONE
INTRODUCTION
1.1. Background of the Study
The concept of organizational culture has drawn attention to the long-neglected, subjective or
‘soft’ side of organizational life. However, many aspects of organizational culture have not
received much attention. Instead, emphasis has been placed primarily on the cultural and symbolic
aspects that are relevant in an instrumental/pragmatic context. The technical cognitive interest
prevails. Culture then is treated as an object of management action. In this regard, (Ouchi and
Wilkins, 1985) note that ‘the contemporary student of organizational culture often takes the
organization not as a natural solution to deep and universal forces but rather as a rational instrument
designed by top management to shape the behavior of the employees in purposive ways’.
Accordingly, much research on corporate culture and organizational symbolism is dominated by a
preoccupation with a limited set of meanings, symbols, values, and ideas presumed to be
manageable and directly related to effectiveness and performance. This is in many ways
understandable, but there are two major problems following from this emphasis. One is that many
aspects of organizational culture are simply disregarded. It seems strange that the (major part of
the) literature should generally disregard such values as bureaucratic-‘meritocratic’ hierarchy,
unequal distribution of privileges and rewards, a mixture of individualism and conformity, male
domination, emphasis on money, economic growth, consumerism, advanced technology,
exploitation of nature, and the equation of economic criteria with rationality. Instrumental reason
dominates; quantifiable values and the optimization of means for the attainment of pre-given ends
define rationality (Horkheimer and Adorno, 1947).
Mainstream organizational culture thinking in organizations but also in academia tends to take this
for granted. The values and ideas to which organizational culture research pays attention are
primarily connected with the means and operations employed to achieve pre-defined and
unquestioned goals. A second problem is that subordinating organizational culture thinking to
narrowly define instrumental concerns also reduces the potential of culture to aid managerial
action. Organizational culture calls for considerations that break with some of the assumptions
characterizing technical thinking, i.e. the idea that a particular input leads to a predictable effect.
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Schein suggests that cultural phenomena have far-reaching effects on organizational effectiveness
and individual satisfaction. As examples he points to the effects of culture on strategy, mergers,
acquisitions, and diversifications, the integration of new technologies, intergroup conflicts within
the organization, the effectiveness of communication, socialization, and the level of productivity.
One example concerns a company that had become successful by marketing a very complex
product to sophisticated consumers: When the company later developed a smaller, simpler, less
expensive version of this product, which could be sold to less sophisticated customers, its product
designers and its marketing and sales divisions could not deal with the new customer type. The
sales and marketing people could not imagine what the concerns of the new, less knowledgeable
customer might be, and the product designers continued to be convinced that they could judge
product attractiveness themselves. Neither group was motivated to understand the new customer
type because, unconsciously, they tended to look down on such customers. (Schein 1985)
He suggests that this problem was not merely one of inadequate training but ‘cultural’ in nature:
‘the perceptions and resulting behaviour patterns were built on deeply held, long-standing
assumptions that were taken-for-granted because they had led to prior success’. The ‘deeply held,
long-standing assumption’ in question is presumably that the company would manufacture and
sell a complex product to sophisticated customers. This example illustrates the difficulties of
accomplishing a re-orientation of the ideas and understandings of people. Competence has a strong
cultural undertone and technical skills are far from sufficient.
If top management had understood this better, perhaps they would have refrained from developing
this product that its personnel were not good at selling or perhaps undertaken other measures to
address the problems, e.g. employing new people with more suitable orientations. The example
does not seem to be about sacred values, but more about how the personnel have developed blind
spots in their ideas about their customers relating to these without understanding their situation
and knowledge
A growing research stream in organizational sciences views organizational culture as a principal
aspect of an organization’s functioning and a critical driver of effectiveness (e.g., Schein 1985).
Manifested in the shared fundamental beliefs and assumptions, values, attitudes, and behaviors of
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the organization’s members, culture is theorized to be the prime factor shaping organizational
procedures cases and outcomes.
1.2. Statement of the Problem
Corporate culture is one of those amorphous business concepts that leaders too often neglect
because of its sheer intangibility. Yet culture, an effective culture, is arguably the most valuable
intangible asset a company can own” (Clemente, 2003). In addition, “studies have repeatedly
found that high performing organizations are aware of, and leverage the strengths of their corporate
cultures” (palmer, 1999).
One of the key ingredients to success in the market noted by (Cameron and Quinn 1998) was not
through market focus, competitive positioning, or resource advantages. The success came from
something less tangible, less obvious, but more powerful, organizational culture. If you think of
successful companies such as Walt Disney, Microsoft, Sony, Rubbermaid, and General Electric,
you will find that they each have “a distinctive culture that can be clearly identifiable by its
employees.
Louis Mustante (2003), stated that “A company’s culture is one of the most difficult things for
competitors to copy”. The culture may have been created by its founder, emerged over time, or
developed by management. What is significant is that culture supersedes any organizational
strategy, market presence, or technology. All of these things are important to the success of a
company, but they will not be effective without a strong, unique culture. In today’s fast changing
business world, understanding and assessing your organization’s culture can mean the difference
between success and failure (R. Hagberg & J. Heifetz, 2003).
Denison, Haaland and Goelzer (2003), describes several reasons and applications for assessing
Organization or corporate culture. This includes:-
A. General business applications
B. Mergers and acquisitions
C. A new president or CEO on aboard,
D. Organizations that may be facing decline
E. New strategic initiatives.
Although different factors can determine the overall culture of an organization, this study is aimed
at investigating basic determinants of culture. Therefore, the purpose of this study is to examine
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and identify the most determinant factor from Denison’s four basic views of organizational culture
which can explaining organizational culture in Dashen Brewery S.C Debre Berhan Plant.
1.3. Research Questions
This study has tried to answer the following questions by undertaking this study.
1. How does the working habit between members of the Plant looks?
2. Is there a supervision relationship in Dashen Brewery Debre Berhan Plant?
3. How does the competency and capability situation looks in the Plant?
4. What are the influential determinants of organizational culture in the Plant?
1.4. Objectives of the study
The objectives of this study was classified into two categories
1.4.1. General objectives:-
The general objective of the study was to identify the major Determinants of Organizational
Culture in Breweries: Case of Dashen Brewery S.C Debre Berhan Plant.
1.4.2. Specific objectives
In addition to the general objective, the study has attained the following specific objectives.
To study the working habit between members of the Plant.
To examine the supervision relationship of the Plant.
To investigate the competency and capability situation of the Plant.
To identify determinants of organizational culture in the Plant.
1.5. Significance of the Study
Often there is inconsistency between what an organization strives to achieve, and the beliefs and
values actually displayed. An organization must discover “who” it is before it can work on who it
wants or needs to be to succeed. A well-designed organizational culture assessment in Dashen
Brewery Debre Berhan Plant provide the following benefits:
1. Enable the company to determine the gap between its current culture and the culture it
needs to succeed.
2. Provide an aid for decision making during strategic planning,
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3. Establish measures for benchmarking and evaluating change in the organization over
time
1.6. Scope the Study
The study determinants of organizational culture in breweries: in the case of Dashen Brewery
Debre Berhan Plant has used four traits of organizational culture survey theory namely (1)
Involvement, (2) Consistency, (3) Adaptability and (4) Mission based on Denison theory of
organizational culture to evaluate the present culture of the factory. The study did not incorporate
other cultural assessment instrument this is because the identified dimension in Denison cultural
theory identifies a broad set of traits and value dimensions enabling a full understanding of the
culture of the company the study cover which is Dashen Brewery S.C plant located in Debre
Berhan town.
In addition since the study was also geographically delimited by targeting Dashen Brewery only,
as a result the finding was not be used to make a generalization for the entire brewery industry.
Finally, the study was methodologically bounded by using descriptive and explanatory design
where data were collected using primary and secondary sources and analyzed using qualitative and
quantitative approaches.
1.7. Definition of Terms
Corporate or Organizational Culture: Denison (1990), defines organizational culture as
“underlying beliefs, values, and assumptions held by members of the organization,
and the practices and behaviors that exemplify and reinforce them”.
Organizational Change: “Any changes in structure, management, employees, processes, and
other related activities align with the corporate goals and objectives to ensure
organizational success” (Armstrong, 2009; Van de Ven and Poole, 1995).
Value: Merriam Webster (2003), defines value as “Guiding principles or ideal”.
Strategic planning: Strategic planning is “The establishment of viable connections among long-
term objectives, resources and environmental conditions of an organization by using
certain methods and activities”.
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Benchmark: Andersen (1994) states the generic definition, as “Benchmarking is the process of
comparing something or someone with best practice”.
1.8. Organization of the Study
This research is structured to have five chapters. The first chapter deals with the introductory part,
which covers the general aspect of the study including, background to the study, statement of the
problem, research objectives, scope of the study, significance of the study, organization of the
research report, and background of study area.
The second chapter is exclusively devoted to the review of related literature on the need to identify
critical determinant factors.
The third part specifies the different methods followed to reach into the targeted objective and give
answer to the establisher research questions. The methodology encompasses the study design,
research approach, sampling technique, data source, data collection techniques and method of data
analysis.
Chapter four focuses on analyzing the collected data and describing and interpreting the analyzed
findings, and present the findings in an appropriate manner.
Finally, the last chapter presents the conclusions drawn from the findings and the corresponding
recommendations that needs to be made to address the problems uncovered, and the implications
of the findings for future research, practitioners, government and other concerned bodies.
1.9. Background of the Study Area
Dashen Breweries S.C. was established by TIRET corporate & Duet Vasari Beverages African
limited company. Dashen Breweries S.C. is one of the leading company in the rapidly
developing Ethiopian brewery industry. Its first brewery plant is located in the historical town
of Gondar Ethiopia 738 km of Addis Ababa with an initial capital investment of over 340
million Birr and its second plant is located in Amhara Region, North Shoa zone, Debre Berhan
town 130 km northeast of Addis Ababa.
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Dashen’s vision is “To be number one brewing company in Ethiopia” and works to achieve a
mission to Delight consumers, Enrich communities & Enhance Ethiopia’s progresses’. Dashen
benefits from having both Ethiopian and international shareholders that brings both foreign
investment and professional expertise.
Currently, the brewery has created direct job opportunity for more than 1700 employees, out of
which 1043 are permanent employees and the rest 700 are outsource staffs.
This figure is anticipated to consistent within the next years as the company aggressively
fulfilled the headcounts on the past few years. Parallel with its effort to attain its mission and
vision, the company is also involved to activities that benefit the surrounding community.
Vision of Dashen Brewery S.C
A. To Be Ethiopia’s number one Brewing Company, Best in Quality, Community
Development, Capability and Performance
Mission of Dashen Brewery S.C
To be the best Ethiopian beer lead drinks company, with sustained revenue growth and
consistently improving returns on invested capital while delighting consumers,
enriching communities and enhancing Ethiopian progress.
Values of Dashen Brewery S.C
A. Ownership
B. Trust
C. Integrity, Being our Word
D. Leadership Development
E. Passion for Edge & Winning
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CHAPTER TWO
LITERATURE REVIEW
2.1. Theoretical Literature
This section of the literature review covers various related topics with organizational culture such
as a brief history of organizational culture, various definitions of organizational culture, types of
organizational culture and various models of organizational culture are presented. Focus is
accorded particularly to the Denison Culture Model as the research is based on this model.
2.1.1. History of organizational culture
Although the concept of organizational Culture was popularized in the early 1980’s, its roots can
be traced back to the early human relations view of organizations (Baker, 2002). An attempt to
understand work organization in cultural terms occurred in the late 1920’s with the Hawthorne
studies. Findings from this research emphasized the importance of the culture of a work group,
especially norms relating to productivity and the attitude of workers towards management. Mc
Gregor (1960) stated that the human relations movement sparked by the Hawthorne studies was
directly relevant to current efforts to understand and mange corporate culture. He was the first to
suggest practical applications of the findings on organizational culture, which emanated from the
Hawthorne studies.
Understanding organizational culture was further researched in the 1970’s with regards to the
effect of culture on organizational performance and investigations into how organizational culture
is created and maintained (Baker, 2002. Based on these findings organizational culture is now
viewed less as a natural, organically emergent phenomenon and more as a manipulated and
manageable competitive asset (Baker, 2002).
Several authors (Denision, 1990; Hofsted, 1985) have attempted to integrate these two approaches
in an attempt to improve the theoretical quality of the concept of organizational culture. Each of
these author present empirical research that incorporates both qualitative and quantitative data, and
have acknowledged both the functionalist and phenomenological perspectives.
Porter, Lawler and Hackman (1975) suggested that change and development initiatives do not
occur in a vacuum. Initiatives should be embedded in an existing organizational culture which has
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a vital impact on the degree of success of any efforts to improve the organization. Peters and
Waternan (1982) stated that the key to productivity is the systems within which employees work.
According to the authors, the “productivity through people” concept is supported in a research
study of 1300 major United States Organizations. The findings concluded that the dominant theme
of management practice in the United States was the transformation of organizational culture
towards more participative organizations that emphasized focusing attention on employee needs
as a major corporate strategy.
Deal and Kennedy (1982), like peters and Waterman (1982), focused on the strategic importance
of organization culture. They state that a strong culture is a powerful lever in guiding behavior.
Kilman (1984) asserted that situational forces and key individuals shape organizational culture.
The situational forces are the organization’s mission, its setting and what is required for success,
for example, quality, efficiency, reliability, customer service, innovation and loyalty. According
to the author, as the reward systems, policies, procedures and rules governing work are formally
documented, they have a more specific impact on shaping the initial culture by suggesting what
behaviors and attitudes are important for success. Kotter and Heskett (1992) expanded on the
strategic importance of organizational culture by exploring the importance of the “fit” between an
organizational and its environment, thus emphasizing adaptability.
As is evident from the above, organizational culture encompasses a variety of perspectives and is
important for understanding the behavior of individual in the organization as they manage external
demands and internal social challenges.
2.1.2. Definitions of organizational culture
Organizational culture has been one of the most studied and theorized concepts in organizational
development. A plethora of definitions have been given to the term “organizational culture” within
the context of organizational psychology, anthropology and management theory.
Organizational culture has been defined by Harvey and Brown (1996) as a system of shared
meanings, including the language, dress, patterns of behaviors, value system, feelings,
attitudes, interactions and group norms of employees within the organization. It is seen as a
system of shared values held by employees that distinguishes one organization from another.
10
In conjunction with this Robbins (1998) further defined organizational culture as a common
perception by the organization’s member.
Denison (1990) emphasizes organizational culture as referring to underlying values, beliefs and
principles that serves as a basis for an organization’s management system. According to
Christensen and Gordon (1999), it is something that is held to be relatively unique to each
organization. They posit that organizational cultures evolve from the adaptation of organizations
to the requirements of their environments.
Cascio (1998) defined organizational culture as being the pattern of basic assumptions developed
by an organization in learning to adapt to both its external and internal environments. The author
is of the opinion that organizational culture is embedded and transferred through formal statements
of organizational philosophy and materials used for recruitment, selection and socialization of new
employees, promotion criteria, stories, legends and myths about key people, measurable aspects
of performance, control and implicit criteria that leaders use to determine who fits into key slots
in the organization.
George and Jones (1996) further indicated that creating values and norms that encourage creativity
and innovation is also an important part of organizational culture. They purport that the process
begins when an organization recognizes and rewards employee behaviors that demonstrate
commitment to terminal and instrumental values that promote creativity and innovation.
Sorensen (2002) sees organizational culture as a system of values and norms that define
appropriate attitudes and behaviors for the organization’s employees. The author is of the opinion
that an organization is considered to have a strong culture if those norms and values are widely
shared and intensely held throughout the organization. One of the consequences of a strong
organizational culture is that it increases consistency across employees in an organization.
In conclusions, the above definitions highlight the behavioral view of organizational culture as it
is attributed to the “beliefs and values” which happen through learning, either directly or indirectly.
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2.1.3. Dominant and sub-cultures
Terpstra and David (1991) asserted that although an organization may have a dominant culture,
many subcultures, which can be classified into occupational, functional, and geographical lines,
may coexist and interact.
Robbins (1998) asserted that a dominant culture expresses the core values that are shared by a
majority of employees. Scott et al. (2003) stated that where organizations are differentiated along
occupational lines such as in health care for example, a number of co-existing sub-cultures are
likely to be identified. Zboril-Benson and Magee (2005) concurred stating that in healthcare sub-
cultures often develop around a subset of employees who identify themselves as a distinct group
and interact regularly. The authors posit that sub-cultures are important since they suggest that the
organization’s culture is not unitary, but consists of numerous small cultures. Robins (1998)
declared large organizations develop sub-cultures that reflect problem situations or experiences
faced by employees. Sub-cultures are likely to be defined by a department and will include the
core values of the dominant culture plus additional values unique to member of the relevant
department.
According to Scott et al. (2003), researchers have adopted two broad frameworks for studying
organizational sub-cultures relative to an organization’s overall cultural patterns, especially its
dominant values. The first perspective analyses whether they support, deny, or co-exist alongside
the values of the dominant culture. The second perspective acknowledges that sub-cultures relate
to occupational, department, ward, specialty, clinical network and other affiliations.
2.1.4. Culture versus climate
Although the terms organizational culture and organizational climate are often used
interchangeably, there are basic differences between them. Organizational climate is defined as a
measure of whether people’s expectations about what it should be like to work in an organization
are being met. Organizational culture, on the other hand, is consumed with the nature of beliefs
and expectations about organizational life. Climate is measured by organizational surveys as an
indicator of the extent to which these employee beliefs and expectations are being fulfilled.
Organizational culture is characterized by values and expectations and has a long-term perspective.
12
Palmer (1999) agreed that employee satisfaction surveys [climate surveys] measure how
individuals feel about the organization and that culture studies measure how those factors affect
the organization and its capability to achieve its objectives.
Ahmed (1998) argued that organizational culture is a reflection of climate, but operates at a deeper
level. Al-Shammari (1992) asserted that climate is considered relatively temporary, subject to
control, and largely limited to those aspects of the social environment that are consciously
perceived by employees. Tagiuri and Litwin (1986) defined organizational climate as a relatively
enduring quality of the internal environment of an organization that is experienced by its
employees, influences their behavior, and can be described in terms of the values of a particular
set of characteristics or attributes of the organization.
Trice and Beyer (1993) stated that the concepts of culture and climate are often confused in
management literature and that they have distinctly different origins that give them different
meanings. They assert that organizational culture refers to psychological environments in which
the behaviors of individuals occur, whereas climate studies focus on individually perceived and
immediate experiences of the organization’s members they argue that the techniques to measure
the concepts are different and that climate lacks unique indicators.
Culture captures the importance of a deep understanding of underlying assumptions, individual
meaning and the insider’s view of the organization. Denison (1990) asserted that the debate
regarding organizational culture and climate is an example of methodological differences
obscuring a basic similarity. The author posits that the argument is not so much about what is being
studied but how to study it. Denison (1990) adopts an approach on two grounds, namely, that both
concepts focus on organizational level behavioral characteristics and both share a similar problem.
2.1.5. Types of organizational culture
Balthazard and Cooke (2004) suggested that certain types of organizational cultures have been
associated with either positive or negative outcomes for both the effectiveness of the organization
and for individual employees within the organization.
Positive outcomes for individuals might include motivation and satisfaction, while negative
outcomes for individuals might include job insecurity and stress.
13
2.1.5.1. Handy’s four types of organizational culture
Handy identifies four types of organizational culture, namely:
A. Power Culture
Struwing and Smith (2002) stated that culture that depends on power and is influenced by a central
figure is termed power culture. This is seen to be characteristic of organizations where there are
few rules and procedures and a central figure exercises control. Discussions and often most of the
initiatives refer back to the central figure, which in turn dominates work styles, beliefs and
practices in the organization. A problem with this kind of organization is that it becomes
increasingly difficult for the centre to keep control and manage the organization as it grows and
expands. Pretorius (2004) elaborated by stating that many organizations display the characteristics
of a centralized power culture where power and influence spread out from a central figure or group.
Advantages may include that such organizations can be strong, proud and dynamic and react
quickly to external demands. Disadvantages, however, include that power cultures may have
employees that suffer from disaffection where those in the middle layers feel that they have
insufficient scope.
The pressure and constant need to refer to the centre may create dysfunctional competition and
jostling for the support of the person in charge. The organization is dependent on the ability and
judgment of the central power. Individuals succeed as long as they are power oriented, politically
minded, risk taking and have a low need for security.
B. Role Culture
Struwing and smith (2002) stated that role culture is often stereotyped as bureaucracy and defines
that jobs, rules and procedures build the organizational culture. The culture functions according to
logic and rationality and strengths lie in its functions or specialists.
Top management is characterized as having a small span of control and the organization operates
in a stable environment.
Pretorius (2004) posited that role culture is characterized when work within and between
departments is controlled by procedures, role descriptions and authority definitions.
There are mechanisms and rules for processing decisions and resolving conflicts. People are
appointed to a role based on their ability to carry out the functions deemed satisfactory for that
14
role. Performance required is related to role and functional position and efficiency stems from
rational allocation of work and conscientious performance of defined responsibility.
Bredenkamp (2002) elaborated that a small group of managers will rely substantively on
procedures, systems and well-defined roles of communication when making the final decision.
On the positive side, role cultures tend to develop into relatively stable environments. Importance
is given to predictability, standardization and consistency and employees benefit from security and
predictability in work patterns Pretorius, (2004). However, role cultures may find it harder to adjust
to change. Reasons are attributed to the following:
o The management of change is often a problem in this kind of organization
especially in an unstable environment as the managers often do not see the changes
or do not know how to manage it,
o Rules, procedures and tested ways of doing things may no longer fit the
circumstances, work in role-culture is frustrating to an employee who wants
discretion and opportunity for innovation and creativity as this is discouraged in
his/her work and
o Performance focuses on standard expectations rather than novel problem- solving
to achieve results.
Du Toit and van Staden (2005) stated that hospitals are examples of role cultures and are often
referred to as bureaucracies as they are purposefully created to attain a single functional goal. They
are hierarchically organized and have a strict structure of rank. Personnel are assigned to
specialized roles and are selected primarily on the basis of competence and specialized training.
Detailed general rules and regulations govern all conduct in the pursuit of official duties.
C. Task Culture
Struwing and Smith (2002) stated that task culture is defined when the culture is job or project
oriented and extremely adaptable. For a particular problem, people and resources can be drawn
from various parts of the organization on a temporary basis. Pretorius (2004) refers to task culture
as project team culture where the emphasis is on results and getting things done.
The right people (despite the level) are brought together and given resources and decision making
power to complete the task. Team composition, working relationships, the task and the results are
15
founded on capability rather than status. Bredenkamp (2002) asserted that work is undertaken in
teams that are flexible and tackle identified issues. In this organization power rests with the team
and experts are utilized to facilitate group decisions.
According to Bredenkamp (2002) a problem with this type of culture, however, is that it is less
capable of large-scale work, its control lies largely on the efficiency of the team and top
management is obliged to allow the group day-to-day autonomy. On the other hand, advantages of
task cultures include that they are adaptable an flexible, they are based on expert power with some
personal and positional power, influence is more widely dispersed and the team status and
individual style differences are of less significance, and the group achieves synergy to harness
creativity, problem solving and thus gain efficiency (Pretorius, 2004).
D. Person Culture
Person culture is characterized by the individual being the central point where the organization
exists to assist the individual. Example of person cultures includes groups of professional people
such as doctors, dentists and architects (Struwig & Smith, 2002).
Pretorius (2004) stated that if there is a structure, it exists only to serve the individuals with in it.
The culture only exists for the people concerned and it has no other objective. An advantage of
person culture is that employees tend to have strong values about how they work.
2.1.5.2. Harrison’s quadrants of culture
According to Davidson (2004), Harrison described organizational culture quadrants similar to that
of Handy. Well- Known for this characterization corresponding to gods of Greek mythology, he
also distinguishes key types of organizational culture that correspond to different organizational
forms. He states that organizational cultures give rise to four types of leaders characterized as
Apollo, Zeus, Athena and Dionysus.
These are briefly discussed below:
A. Apollo Culture
Apollo culture, which is similar to that of Handy’s role culture, is highly formalized, centrally
directed and are bureaucratic (Davidson, 2004).
16
B. Zeus Culture
Zeus culture, which is similar to Handy’s power culture, is seen as a spider in the centre of a web
with informal colleagues sharing the same thinking as their leader. Zeus culture, like power culture,
is verbal and intuitive (Davidson, 2004).
C. Athena Culture
Athena culture, like Handy’s task culture, consists of inter-disciplinary project groups organized
around a task. Work is decentralized but still formalized by the disciplines that should be joined
(Davidson, 2004).
D. Dionysus Culture
Dionysus culture, like Handy’s atomistic culture, is a decentralized, informal culture.
Bonds of respect and affection often characterize this relationship of free spirits united by common
interests. This culture would by typical of independent experts joined together for mutual
convenience (Davidson, 2004).
2.1.6. Models of organizational culture
The ensuing literature presents various models of organizational culture namely that of Schein;
Kotler and Heskett; Hofstede and Denison’s organizational culture models.
These models will be addressed to provide a context for organizational culture. Focus is placed on
the Denison’s Organizational Culture Model as the current study is exclusively and norms, and
beliefs and basic assumptions.
17
2.1.6.1. Schein model of organizational culture
Figure 1: Schein’s Model of Organizational Culture
Source: Adapted from Davidson (2004).
Artifacts and Creations
According to Du Toit (2002), artifacts are visible, obvious expressions of culture. They are tangible
and audible demonstrations of behavior supported by organizational norms, values and
Artifacts and Creation
Technology
Art
Visible and audible behavior
Values
Testable in the physical
environment.
Testable only by social
consensus.
Basic assumption
Relation to environment N ature of reality, time, and
space Nature of human nature Nature of human activity
Visible but not decipherable
General level of awareness
Take for grant
18
assumptions. They range from aspects such as architecture, office design, language, rituals and
celebrations.
Values and Norms
According to Schein (1985), values represent the principles and standards valued by the
organization’s employees. Values form the basis as to what is acceptable and what is not
acceptable. They indicate that which is considered right and wrong and forms an ethical code of
the organization.
Du Toit (2002) stated that norms relate to values in that they indicate what the expectations are
amongst the organization’s employees. Norms provide the organization with unwritten rules that
indicate the expectations in terms of actions relevant to certain situations.
Assumptions and Beliefs
At the basis of an organization’s culture are the assumptions and beliefs. Assumptions are
unconscious and are often taken for granted, but are the bases for how the organization’s
employees feel. Basic assumptions become taken for granted to the extent that there is little
variation within the cultural unit. They guide behavior and tell people how to think, feel and
perceive work, performance goals, relationships and performance of colleagues (Du Toit, 2002).
One of Schein’s key assertions is that the changes in culture flow from the higher to the lower
levels, with the “basic underlying assumptions” being the highest level. in Schein’s model, the
higher levels drive the lower levels and introducing change at a high level can bring transformative
change throughout all the lower levels (Unwin, 2002).
Cameron and Robert (1999), referring to Schein’s artifacts and creations, stated that while the
deeper levels may have been somewhat invisible in the past, this may no longer be so. As greater
attention is being directed at managing culture, organizations are recognizing the importance of
stressing their fundamental assumptions.
2.1.6.2. Kotter and Heskett’s model of organizational culture
Kotter and Heskett (1992) concurred with Schein’s models and also define culture as norms of
behavior and shared values amongst a group of people. The authors describe culture as having two
levels which differ in terms of their visibility and their resistance to Change. The deeper, less
visible level, refers to values that are shared by the people in a group and that persist over time,
even when the group membership changes. At this level, culture can be difficult to change, partly
19
because group members are unaware of the values that bind them together. The more visible level
represents behavior patterns or style of an organization that new employees are automatically
encouraged to follow. Culture is not something that an individual can directly manipulate.
Kotter and Heskett’s (1992) study of organizational culture and performance concluded that
organizations with performance enhancing cultures seem to be driven by a value system that
stresses meting the legitimate needs of all constituencies, including shareholders, customers and
employees.
2.1.6.3. Hofstadter’s Model of Organizational Culture
Figure 2: Hofstadter’s Model of Organizational Culture
Source: Adapted from Davidson (2004).
Symbol
Symbols are the most overt element of culture and are the gestures, objects or words recognized
by those who are part of the same organizational culture (Denison, 1990). Symbols carry a
particular meaning within a culture (Davidson, 2004).
Heroes
Heroes are individuals who are seen to possess characteristics that are highly prized and are often
the “winners” in an organization (Davidson, 2004). They serve as models of behavior within a
particular organization (Hofstede, 1985).
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Ritual
Rituals are collective activities that are superfluous but are considered socially essential within a
culture. Symbols, heroes and rituals can be termed as practices because they are visible to the
observer (Hofstede, 1985).
Values
Hofstede stipulated that the core of culture is formed by values, which are broad tendencies to
prefer certain states to others and are the deepest level of culture (Denison, 1990).
2.1.6.4. The Denison organizational culture model
Literature and supporting research with respect to the cultural traits of the Denison organizational
Culture Model is discussed below. However, given the paucity of literature in the health care
industry, reference is also made to research in other industries.
Denison (1990) identifies four basic views of organizational culture that can be translated into
hypotheses focusing on the cultural traits, namely, that of involvement, consistency, adaptability
and mission.
A. Involvement
According to Wesemann (2001), involvement encompasses the importance that the organization
places on building the capability of its professional and administrative employees. The value that
the organization places on team orientation as opposed to individual accomplishment, and the
ownership that people feel in the organization, is created by a high level of involvement. Denison,
Jonovics, Young and Cho (2006) asserted that employees are committed to their work and feel a
strong sense of ownership. They purport that people at all levels feel that they have some input
into decisions that will affect their work and feel that their work is directly connected to the goals
of the organization.
The involvement hypothesis states that organizational effectiveness is a function of the level of
involvement and participation of an organization’s members. A high level of involvement and
participation creates a sense of ownership and responsibility.
Out of this ownership grows a greater commitment to the organization and a growing capacity to
operate under conditions of ambiguity. The result is greater employee commitment to the
21
organization there by reducing the needs for formal systems of control and leading to performance
enhancement (Denison, 1990).
High involvement organizations rely on informal, explicit, bureaucratic control systems. Low
involvement scores usually indicate an organization in which employees are disconnected from
their work, unaware of its importance and its connection to the rest of the organization, unwilling
to accept greater responsibility, and are hesitant about working with people outside of their
immediate circle (Denion et al., 2006).
Empowerment
Individuals have the authority, imitative and ability to manage their own work. This creates a sense
of ownership and responsibility toward the organization (Denison et al., 2006) . Findings of a study
conducted by Benko (2001) Showed that if employees were not constrained by rules, regulations
and limitations, they were able to work more promptly ad effectively.
Team Orientation
Value is placed on working collaboratively toward common goals for which all employees feel
mutually accountable. The organization relies on team effort to get work done (Denision et al.,
2006). Studies relating to team orientation conducted by Scott et al. (2003) found that group
affiliation and teamwork have been associated with greater implementation of continuous quality
improvement practices in any organization specifically in factories.
Capability Development
The organization continuously invests in the development of employee skills in order to stay
completive and met on- going business needs (Denison et al., 2006).
Research conducted by Mobley, Wang and Fang (2005) on136 employees in an office furniture
company showed low scores on capability development. These low scores were as a result of
employees not receiving adequate training opportunities.
Literature indicates that effective organizations empower and engage their people, build their
organization around teams and develop human competence at all levels (Block, 1991; Lawler,
1996; Spreitzer, 1995).
Trimpey (2004) conducted research examining change implementations and opportunities for
information and technology managers to influence organizational culture as part of the change
process. Selected literature was analyzed to produce a reference for use by managers when
22
planning and implementing technological changes. The researcher found after an examination of
the alignment between the involvement trait and strategic management, that the sub- concepts
empowerment, team orientation and capability development were viewed as key considerations
when influencing the basic assumptions of an organization’s membership to move toward greater
involvement.
Similarly, studies conducted by Fey and Denison (2006) found that involvement is the most
important dimension of organizational culture for organizations whose primary goal is employee
satisfaction.
B. Consistency
The consistency hypothesis states that, in consistent communication is a more reliable process for
exchanging information because there is overall agreement on the meaning of words, actions and
other symbols. Furthermore, Denison posits that a common perspective, shared beliefs and
communal values among the organization’s members will enhance internal co-ordination and
promote meaning and a sense of identification on the part of its members (Denision, 1990).
Saffold (1998) posits that the literature specifies that organizations are effective when they are
consistent and well integrated. Denison et al. (2006); Gordon and Ditomaso (1992) concurred that
behavior is rooted in a set of core values, that leaders and followers are skilled in reaching
agreement and incorporating diverse points of view and that the organization’s activates are well
coordinated and integrated.
Consistent organizations develop a mindset and create organizational systems that build an internal
system of governance based on consensual support. This type of consistency is a powerful source
of stability and internal integration.
In the model, consistency is measured with three indices.
Core value
Employees of the organization share a set of values which create a sense of identity and a clear set
of expectations (Denision et al., 2006). In a study assessing organizational culture in a
manufacturing company, it was found that few employees shared a set of values that created a
sense of identity and clear expectations. This was highlighted as an improvement area for the
organization to concentrate on (Price, 2003).
23
Similarly, research conducted in Russian organizations by Fey and Denison (2006) revealed that
employees viewed core values to be important. Employees’ responses indicated that the primary
purpose of the firm is to maintain the integrity of the existing authority structure.
Agreement
Agreement occurs when employees of the organization are able to reach consensus on critical
issues. This includes both the underlying level of agreement and the ability to reconcile differences
as they occur (Denison e al., 2006). Results of studies that were done by Fisher and Alford (2000)
examined the effect of organizational practices on individual attitudes and behavior, indicated that
it is necessary to establish whether there is agreement within the organization about the dominant
organizational practices. They found that agreement will strengthen the impact of organizational
practices on individual work behavior and attitudes. In contrast, disagreement will weaken the link
between organizational practices and work behavior and attitudes.
Coordination and integration
Various functions and units of the organization are able to work together to achieve common goals
and organizational boundaries do not interfere with getting work done (Denison et at., 2006).
Baker (2002) stated that strong pervasive cultures are beneficial to all organizations because it
fosters motivation, commitment, identity, solidarity and sameness which facilitate internal
integration and co-ordination. It is maintained that co-ordination and integration across
organizational units are necessary to improve efficiency, quality and speed of designing,
manufacturing and delivering of products and services.
According to Denison et al. (2006), organizations that have low consistency scores often have
customers who get frustrated because no one seems to be able to speak for the entire organization.
Christensen and Gordon (1999) conducted a study amongst staff in a motor vehicle industry to
determine whether they successfully adapted to new business processes. The consistency trait
analyzed the ability to reach agreement on critical issues and the ability to co-ordinate different
functions and units of the organization. Results showed that employees were more or less neutral
when it came to the overall level of consistency. Further analysis showed that this perception did
not differ across the various indices that play a role in consistency (namely, core values, agreement
and co-ordination). This was an indication to the organization that they should boost employees’
perception of consistency in order to promote a common understanding of their policies and
24
procedures, as well as promote the new business processes to ensure equal levels of customer
service.
C. Adaptability
The adaptability hypothesis states that a culture that allows an organization to adapt to changing
demands and circumstances, will promote effectiveness. Adaptability allows an organization to
recognize and respond to its external environment and internal constituencies. In response to either
internal or external stimuli, it requires the capacity to restructure behaviors and processes, as
appropriate (Denison, 1990). Despite some of the advantages of well- integrated organizations
they can also be the least adaptive and most difficult to change as internal integration and external
adaptation can be at odds.
Organizations that are strong in adaptability usually experience sales growth and increased market
share (Denison & Mishra, 1995). Organizations with low adaptability organizations run on inertia
and their past achievements could create barriers for future success. Top a mangers in these
organizations usually spend their time responding to results of standard operating procedures,
controlling the organization and managing short-term performance, rather than leading change or
long-term thinking (Denison et al., 2006).
In the model, adaptability is measured by three indices:
Creating Change
This organization is able to create adaptive ways to meet changing needs, it is able to read the
business environment, react quickly to trends and anticipate future changes (Denison et al., 2006).
In a study assessing organizational culture in a manufacturing company, most employees
indicated that they were not rewarded or respected for finding new and better ways of doing things,
are not able to quickly adapt, felt that change is met with resistance and the organization is not
proactive.
These results identified areas where the organization should improve in order to be more adaptable
to the external environment (Price, 2003).
25
Customer Focus
Customer Focus reflects the degree to which the organization is driven by a concern to satisfy their
customers. The organization understands and reacts to their customers and anticipates their future
needs (Denison et al., 2006).
Organization Learning
The organization receives, translates and interprets signals from the environment into
opportunities. These opportunities are used for encouraging innovation, gaining knowledge and
developing capabilities (Denison et al., 2006).
D. Mission
The mission hypothesis states that a culture that provides a shared definition of the function and
purpose of an organization is not only positively associated with investing their efforts in the well-
being of the organization, but also helps in identifying the direction and goals which makes it
easier to choose relevant courses of action for the organization. A sense of mission allows an
organization to shape current behavior by envisioning a desired future state. Being able to
internalize and identify with an organization to shape current behavior by envisioning a desired
future state. Being able to internalize and identify with an organization’s mission contributes to
both short and long-term commitment to the organization (Denison, 1990).
Denison et al. (2006) posit that organizations that have low mission scores usually have top
executives who focus on controlling their organization, second- guess their direct reports and make
detailed decisions about products, people and resources. Furthermore, organizations with low
mission scores react to competitors who have redefined the rules, goals are not very meaningful to
many employees and the long term purpose of the organization is not very inspiring.
26
In the model, mission is measured by three indices
Strategic Direction and Intent
Clear strategy intentions relay the organization’s purpose and make it clear how everyone can
contribute and “make their mark” in the industry (Denison et al., 2006). Baker (2002) posits that
strategic planning and identification and crucial for maintaining organizational culture.
Goal and Objective
A clear set of goals and objectives can be linked to the mission, Vision and strategy, and provide
a clear direction in employees’ work (Denison et al., 2006).
According to Benko (2001), in order to function effectively an organization should have the ability
to chart future courses of action and should have a well- defined understanding of where they are
going and how they plan to get there.
Vision
The organization has a shared view of a desired future state and it embodies core values and
captures the hearts and minds of the organization’s people, while providing guidance and direction
(Dension et al., 2006).
Mobley et al. (2005) found, when assessing a global office furniture company, that high scores on
vision may be indicative of people in the organization having a clear idea as to the vision of the
organization.
27
2.2. Empirical Literature
A study conducted by Senait (2017) on the Impact of Organizational Culture on Performance
Management Practices: The Case of Economic Commission for Africa, assess employees’
perception on the effect of the four components of organizational culture (named Involvement,
Consistency, Adaptability and Mission) on performance management practices in the Economic
Commission for Africa. The study considers 104 employees as a sample respondents. The
researcher tries to ascertain if there is a link between organizational culture and performance
management practices, and access the effect of the traits of organizational culture on performance
management practices. The result shows that there is a positive relationship between organizational
culture and performance management practice in ECA. The statistical analysis reveal that
Consistency, Mission and Adaptability have stronger correlation to performance management
practice in ECA while involvement have lower relationship with performance management
practice. Finally, the study concludes that organizational culture influences the performance
management practices and recommends that ECA conducts further study to assess the impact of
involvement trait on performance management so as to improve the approach towards enhanced
employee engagement and empowerment to ensure a positive impact on performance management
practices for the overall effectiveness of the Organization’s performance.
An empirical study made by Rahma (2016), regarding the effect organizational culture on
organizational effectiveness with special reference to Ethiopian Revenues and Customs Authority
by gathering data from 125 current employees of ERCA and an in-depth interview with directors
in ERCA. The quantitative study results show the predictive value of the four traits on the four
indicators of organizational effectiveness of ERCA especially on employee satisfaction and
organizational commitment. The research also shows that if employees are committed and share
the same norms and values as per the organization, it could increase the effectiveness towards
achieving the organizational goals. The study suggested that an emphasis should be given on
ERCA’s involvement, adaptability and consistency practices in order to enhance the effectiveness
of employees’ satisfaction and commitment and customers’ satisfaction.
28
Other study made on Organizational Culture Assessment in Wonji Shoa Sugar Factory by Getnet
(2011) aimed to assess Organizational culture in Wonji Shoa Sugar Factory. The study considered
141 samples and collect data using the Denison Organizational Culture Survey. The results
indicated that employees perceived involvement, consistency, adaptability and mission positively.
Furthermore, there were no significant differences found for involvement, consistency,
adaptability and sense of mission by employees in different divisions.
In addition, a study conducted by Sunober Ismat & Iram Bashir (2010) on the Determinants of
Culture: An Analytical Study of Business Organizations Working in Faisalabad, Pakistan, has
aimed at investigating basic determinants of culture that contribute to differentiate culture of
export-based textile organizations from one another. For this concern, different factors (degree of
frankness, language, attire, working hours, work experience, activities other than work,
infrastructure, procrastination, group orientation, and organizational behavior) were identified and
their degree of contribution to culture of export based organizations is examined. The study was
made 100 sample respondents from textile organizations. This study indicates that the degree of
frankness, procrastination, infrastructure, working hours, group orientation, work experience, and
activities other than work are the strong predictors of culture. Attire and language were less
significant to determine the culture of export-based textile organization. Open communication and
management style contributed and effected the intensity of determinants of culture and helped to
understand overall culture of organization.
Chanida Jittaruttha (2010) conducted an empirical study on Organizational Culture and
Determinant Factors in Professional Organization with the aim of exploring appropriate
organizational culture that fit to individual culture and investigate determinant factors which lead
to cultural-fit and success of Faculty of Painting, Sculpture and Graphic Arts organization. The
finding postulates that there is sufficient evidence to conclude that appropriate organizational
culture of the sampling unit is Existential culture and determinant factors leading to cultural-fit
and success of both are freedom, actualization, individual growth and power from autonomy. The
extent of congruency between the values and norms of the organization and individual will proceed
cultural-fit if determinant factors of culture are matched with their right conditions.
29
Ankrah, Proverbs, Antwi1 and Debrah (n.d), conducted a study entitled as FACTORS Influencing
Organizational Culture: A Construction Project Perspective. The study interrogates literature on
factors influencing culture, examining these factors from a construction project perspective to gain
useful insights into the manner in which the culture of construction project organizations (CPO)
develops. Reviewing organizational culture theory and theory on ‘short life organizations,’ the
study identifies the main project dependent determinants of the organizational culture as
composition of CPOs, project characteristics, Project Managers and dominant groups, significant
events, procurement approach, goals and objectives, location, and project-independent
determinants as macro-culture, business environment, recruitment, training, and technology.
30
2.3. Conceptual Framework
Based on the above theoretical and empirical literatures the researcher has developed the following
conceptual framework. As stated above, the four determinant factors of organizational culture used
for this study are Involvement, Consistency, Adaptability and Mission.
Even though there are many factors that can potentially influence organizational culture, the
researcher has used these four basic views of organizational culture referred as ‘The Denison
Organizational Culture Model’
The dependent variable for this study was organizational culture of Dashen Brewery S.C Debre
Berhan Plant. As a result the main focus and scope of this study or the conceptual relationship
between the independent variables (the four determinants) and the dependent variable is portrayed
diagrammatically as shown below.
Figure 3: Conceptual Framework of the Study
Independent Variables Dependent Variable
Source: Denison D. (1996). Toward a theory of organizational culture and effectiveness. Modified
by the Researcher.
Involvement
Consistency
Adaptability
Mission
Organizational
Culture
31
CHAPTER THREE
RESEARCH METHODOLOGY
This section of the study defines the different methods and methodologies used to undertake the
study and attain the determined objectives. It part has ten (10) parts specified as research design,
study population, sample size determination, sampling techniques, source of data, description of
the model, tool for hypothesis testing, data collection instrument and method of data analysis.
3.1. Research Design
The primarily aspire of this study is to evaluate the current organizational culture of the brewery.
The study has utilized the Denison organizational model as an instrument to assess the culture of
Dashen Brewery S.C Debre Berhan Plan by determining the satisfactory sample.
Based on the specific objectives to be attained the study has used descriptive and explanatory
research designs. The major purpose of descriptive research is the description of the state of affairs
as it exists at present (Kothari, 2004). Explanatory research attempts to clarify why and how there
is a relationship between two or more aspects of a situation or phenomenon.
As stated in the objective of the study, the specific objectives are designed to describe and explain
issues related to the organization’s culture, therefore in this study the researcher has employed
both descriptive and explanatory research design.
3.2. Study Approach
The approach of the study to be adopted was quantitative approach, which enables to analyze the
data collected from the sampled employees of Dashen Brewery quantitatively.
Furthermore, based on time frame dimension, the study has followed cross-sectional approach as
data were collected at only one point of time.
3.3. Study Population
The survey considers all permanent employees within the company as study population. The study
population is composed of staffs including core departments (Brewing, Packaging, Engineering,
and Quality Assurance), Warehouse and support functions (Human Resource, Finance, and
Logistic) and management.
32
The study has contemplated on those employees hired on a permanent base. Worker who are
engaged in contract and outsource bases were not incorporated in this study. Since most attributes
and dimension of Denison’s organizational culture model did not related with those workers
engaged on these base. Accordingly the total population of this study was 278 employees of the
plant recruited on permanent base.
3.4. Sample Size Determination
The sample size for this study was determined based on Yamane’s formula (Yamane, 1967).
This formula was used because it is one of the best methods in determining the sample size in
probability sampling where the population is found to be finite. Based on this formula and
assuming the sampling error of 5% or 0.05 and with a confidence level of 95%, a sample of 164
members were selected out of 278 members.
The sample size “n” for this study was computed based on Yamane’s formula as follows.
𝑛 =𝑁
1 + 𝑁(𝑒)2
Source: Yamane (1967).
Where: n = the sample size
N = the target population size
e = the error of 5 percent points
At 95% confidence level e = 0.05 N = 278
𝑛 =278
1 + 278(0.05)2
𝑛 =278
1 + 0.695
n = 𝟏𝟔𝟒
3.5. Sampling Techniques
The study has used probability sampling. From the probability sampling techniques, the study
has followed stratified sampling (probability sampling technique) to obtain each population
groups or stratum, and since the population with in each department are homogenous simple
33
random sampling was used to arrive at an individual respondents and collect data by distributing
questionnaire for employees of Dashen Brewery Debre Berhan Plant.
Initially, the employees of Dashen Brewery were grouped based on the departments to which
they belong, then to ensure the representativeness of each stratum depending on the size of each
department, a proportional sample size from each department was determined. This has enabled
the researcher to fairly distribute the questionnaire to the respondents in the different
departments. There are eight (8) departments having a total of 278 permanent employees. Since
employees under the same strata have similar characteristics, samples were selected from each
department using stratified simple random sampling technique.
The samples were defined using the following stratified sample selection formula developed by
Cochran (1962);
𝑛ℎ = (𝑁ℎ 𝑁⁄ ) ∗ 𝑛
Source: (Cochran, 1972)
Where: nh = The sample size for stratum h,
Nh = The population size for stratum h,
N = Total population size, and
n = Total sample size.
34
Table 1: Total number of employees from 8 departments.
S.N
Work Unit/
Department
Total number of
employees (Nh)
Sample size determined
by stratified sample (nh)
1 Brewing 32 19
2 Packaging 86 51
3 Quality 21 12
4 Engineering 58 34
5 Finance 15 9
6 Warehouse and
Distribution
33 19
7 Sourcing and
Supply
11 7
8 Human Resource 22 13
Total 278 164
Source: Dashen Brewery S.C Debre Berhan Plant.
3.6. Data Type and Sources of Data
The data used in this research were both primary and secondary data. The primary data were
derived from the answers given by the sampled employees’ to the questionnaires administered on
organizational culture determinant identification based on Denison organizational culture
assessment instrument.
The secondary data were collected from different secondary sources which includes textbooks,
seminar papers, bulletins, journals and magazines which are published around organizational
cultures of organizations and from Dashen Brewery publications. Hence both primary and
secondary data were used in this study.
35
3.7. Data Collection Instrument
Required data for undertaking the study were gathered through structured question. Questionnaires
were developed based on Denison cultural model and were disseminated to the identified sample
respondents. Each question in the survey instrument is separated into a category they belongs. The
categories include Involvement, Consistency, Adaptability and Mission. The survey questions
were develop using a likert scale. This is because of its ease for statistical analysis. The scales used
were 1 up to 5 rating with “1” representing strongly disagree and “5” representing strongly agree.
3.7.1. Pre- testing of questionnaires
Before the structured questionnaire were distributed to respondents, each questionnaire on the sub-
categories were evaluated and checked by my advisor to ensure that traits of Denison cultural
model will suit to Ethiopian companies and specifically to selected industry respondent. The
comments forwarded by him were considered and the questionnaires were updated accordingly.
Then the questionnaires were translated to Amharic.
3.7.2. Validity of the instrument
Validity is concerned with checking whether we are measuring what we think via our
questionnaires or not (Briony, 2006). Validity defined as the extent to which data collection
method or methods accurately measure what they were intended to measure (Saunders 2003).
Numbers of different activities were taken to ensure the validity of the study:
A. Survey question were developed based on Denison cultural model to ensure the
validity of the result;
B. The questionnaires were pre evaluated by assigned advisor
3.7.3. Reliability of the instrument
The reliability of instruments measures the internal consistency of items in the instrument.
Creswell (2009) considers the reliability of the instruments as the degree of consistency that the
instruments or procedure demonstrates.
Before turning to the analysis, the reliability of the questionnaire for each of the four categories
(Involvement, Consistency, Adaptability and Mission) and the dependent variable were tested to
see whether the questions chosen are consistent with one another. The reliability was checked by
36
conducting a pilot study in Dashen Brewery Debre Berhan Plant by considering 10% (16) of the
sampled employees. After collecting the data from the pilot study, the reliabilities of the
categories were checked against the Nunnally's recommended standards value, Cronbach's alpha
≥ 0.70 to ensure that they are reliable indicators of the constructs (Nunnally and Bernstein,
1994). A Cronbach alpha value which is 0.7 and above shows the items under each category are
consistent enough to represent a single concept.
3.8. Description of the Model
There are two commonly used approaches to defining organizational culture in the workplace.
Each approach is linked to a specific method of measuring and assessing culture and specific action
steps that can be taken to affect and improve organizational culture.
Denison’s model of organizational culture assessment and,
Competing values framework
For the purpose of this study, Denison model of organizational culture assessment instrument were
used to identify determinants of the organizational culture of Dashen Brewery Debre Berhan Plant
because of the following reasons:-
a. It explains how culture relates to organizational effectiveness.
b. It identify a broad set of traits and value dimensions enabling a full understanding
of the culture.
c. It provides further insights as to the specific processes by which these traits
facilitate or inhibit effectiveness.
3.8.1. Design of the model
To organize the survey questions, four main categories were chosen. Each category represented a
key area that has an effect on the organizational culture. In addition, the categories has based on
cultural traits that have been researched as having a significant impact on organizational
performance based on Denison model.
37
According to Denison organizational culture assessment the identified categories include:-
A. Involvement
B. Consistency
C. Adaptability
D. Mission
Within each of the above known categories, three sub-categories were chosen within them to break
the categories into smaller areas. This has enabled to identify smaller areas to target organizational
improvement efforts within the categories identified.
The “Involvement Category” was divided into:
a. Empowerment
b.Competencies & Capability Development, and
c. Change
The “Consistency Category” consists:
A. Coordination and integration
B. Agreement
C. Core value
The “Adaptability Category” was divided into:
A. Creating change
B. Customer focus
C. Organizational learning
The “Mission Category” was also divided into:
A. Strategic direction and intent
B. Goal and objectives
C. Vision
Each of the above identified sub-categories have five associated questions built-in to the survey,
making up 15 questions per category, totaling 60 questions for the main portion of the assessment.
Categorizing the questions, has enabled the results to be displayed into a circular model for ease
of identifying and analyzing the areas of strength and concern.
38
The graphical model and concept to segment questions into categories and represent them in a
circular format is based on the Denison model developed by (Daniel R. Denison and William S.
Neale 2003).
3.9. Method of Data Analysis
Once all the required data are collected the next step was analysis and interpretation. Microsoft
excels and Statistical Package for Social Science (SPSS) version 23 software were used as a data
input and analysis tool. Descriptive statistic methods were employed to analyze the result and the
data was presented and interpreted with Bar graph, line chart and Denison circular graph model
based on their appropriateness.
3.9.1. Descriptive analysis
To analyze the specific objectives which are descriptive in their nature descriptive statistical
techniques were adopted. The collected data were analyzed using mean scores, standard deviation,
frequency distributions and percentages. The results were presented by frequency distributions
tables, charts and graphs based on their appropriateness.
3.9.2. Econometrics analysis
To analyze the specific objective which deals with identifying the most influential determinants of
organizational culture in the Dashen Brewery Debre Berhan Plant, the study has used multiple
regression analysis along with correlation analysis.
The multiple regression was done to test the magnitude of the influence of the independent
variables (Involvement, Consistency, Adaptability and Mission) have on the dependent variable
(Organizational Culture). The study has also used Pearson correlation coefficient to test the
presence, magnitude and direction of relationship between the independent variables and the
dependent variable
The generalized linear modelling technique known as Ordinary Least Squares (OLS) model was
used to indicate the major dimensions that influence the organizational culture. According to
Pohlman (2003), OLS models the relationship between a dependent variable and a collection of
independent variables.
39
Before estimating any model, it is a must to check the validity of the model properly. To this end
all the necessary assumption tests were made initially to make sure if the data is valid to use
multiple regression as analytical tool.
In regression model the relationship between the dependent variable and the independent variables
is expressed as a linear combination of the independent variables plus an error term. Following
Greene (2003), the multiple linear regression models is specified as:
Yi = αo +∑ βᵢXᵢ+Ɛ
Where Yi – Dependent Variable
αo - is the intercept term
βi - is the coefficient of xi
Xi - are the explanatory variables
Ɛ- The error term
Therefore, the model for this study is presented as follow
OC = αo + β1 (IN) + β2 (CO) + β3 (AD) + β4 (MS) + Ɛ
Where:
OC = Organizational Culture
IN = Involvement
CO = Consistency
AD = Adaptability
MS = Mission
3.10. Ethical Considerations
While conducting the study, ethical issues were primarily considered and addressed appropriately.
Before conducting the data collection all the necessary information about the study was provided
to the sample respondents, information like who is conducting the study, for what purpose, and the
like. Doing so has allow them to decide whether or not to participate in this study.
They were also informed that their participation in the study is voluntary and anonymity and
confidentiality of their response will always be guaranteed.
40
CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION
4.1. Introduction
This chapter deals with the presentation, analysis and interpretation of data collected through
questionnaires and secondary sources. The questionnaires were distributed to sampled employees
of Dashen Brewery Debre Berhan Plant. In conducting the study, 164 questionnaires were
distributed out of which 149 were returned and answered which makes the response rate to be
90.85%.
Since the nature of the study objectives and questions requested the use of descriptive and
inferential statistics, the findings of the analysis are described using descriptive statistics and
inferential statistics to address the research questions and meet its objectives.
4.2. Demographic Characteristics of the Respondents
This part of the analysis discusses about the general demographic characteristics of the sample
respondents. To provide information about the respondents’ gender, age, educational
background, functional department they work, their position and work experience. These
questions were included in the questionnaire due to their potential value to probe similarities or
differences in the responses to various sections of the questionnaire. The information obtained
from the questions contained in the demographic characteristics section is presented and
discussed below.
41
Table 2: Gender, Age and Level of education of Respondents
Variables Frequency Percentage Cumulative
percentage
Sex
Male 106 71.1 71.1
Female 43 28.9 100.0
Total 149 100.0
Age
18-25 13 8.7 8.7
26-34 85 57.0 65.8
35-44 26 17.4 83.2
45-54 18 12.1 95.3
55-60 7 4.7 100.0
Total 149 100.0
Level of
Education
Diploma 84 56.4 56.4
First Degree 62 41.6 98.0
Masters 3 2.0 100.0
PhD 0 0.0 100.0
Total 149 100.0
Source: Questionnaire, 2020
The first item in the above table 2 shows the results of sample employees’ gender distribution.
According to the table from the total of 149 total samples, 106 (71.1%) of them were found to be
males and the remaining 43 (28.9%) of them were females. From this data, it can easily be
observed that most of the organization’s employees are males.
Regarding with the age of the respondents, out of the total respondents, majority of them
constituting of 85 (57.0%) are between the age of 26 – 34 years, followed by 26 (17.4%)
respondents falling in the age group ranging from 35 up to 44 years, 18 (12.1%) of them are
found to be between 45 - 54 years, 13 (8.7%) of the respondents lies between the age of 18 – 25
years, and the remaining 7 (4.7%) of the respondents are aged above from 55 – 60 years. From
this result one can cascade the conclusion that, most of the respondents are aged between 26 34.
Generally manufacturing companies like Dashen Brewery prefer to take into consideration the
42
maturity level of an employee they hire in addition to his/her knowledge and potential to provide
some status. To this end, individuals aged above 20 are energetics and better at analytical skill
with a natural ability of solving problems systematically. In this regard, the Dashen Brewery’s
permanent employee’s combination is somehow promising.
As far as their educational status is concerned, as depicted in table 2, 84 (56.4%) of the respondents
are diploma holders followed by 62 (41.6%) of the respondents with first degree. The remaining 3
(2.0%) were found to acquire Master’s degree. There were no respondents acquiring an academic
rank of PhD or above in the plant.
Figure 4: Functional Department of Sampled Respondents
Source: Questionnaire, 2020
The fourth part of the demographic section deals with the department respondents’ belong. For
this study eight functional areas were used and the result is shown in the above bar chart.
Out of the total sampled participants of the study majority of them were found to belong to the
Packaging Department with a frequency of 48 making it to possess 32.2% of the total. The second
biggest department in terms of number of employees’ is the Engineering Department with a
number of 31 employees’ having 20.8%. Brewing Department ranks third having 17 (11.4) of the
samples. Warehouse & Distribution and quality department holds 16 (10.7%) and 11 (7.4%) of the
sampled employees respectively. Human Resource, Finance and Sourcing and Supply each possess
an employees of 12 (8.1%), 8 (5.4%) and 6 (4.0%) respectively.
17
48
1131
8
166 12
Respondents' Functional Department
Brewing
Packaging
Quality
Engineering
Finance
Warehouse and Distribution
Sourcing and Supply
43
This finding implies that most of Dashen Brewery’s employees are working in the department of
Packaging and Engineering.
Figure 5: Position of sampled Respondents
Source: Questionnaire, 2020
Regarding whether the respondents’ position is managerial or non-managerial, the finding is
presented using the above simple pie chart.
As shown in the chart most majority of the sampled respondents were found to be non-managerial
employees constituting a frequency of 134 with a corresponding percentage of 89.9%. The
remaining 15 (10.1%) of the respondents were managerial level employees working in the
different departments
Finally, the last item of demographic characteristics deals with an employee’s years of experience
in Dashen Brewery. Level of experience can contribute a lot towards the way an employee thinks,
the method he/she performs on his/hers duty and the like.
To this end, it is believed that the more an individual stays on an organization, the more he/she
can acquire an experience of how to deal with the surrounding environment and culture of the
organization.
15(10.1%)
134(89.9%)
Respondents' Position
Managerial Position
Non-Managerial Position
44
Figure 6: Work Experience of sampled Respondents
Source: Questionnaire, 2020
The upper simple bar chart illustrates the finding of the study with regard to the level of
experience the sample respondents have with Dashen Brewery S.C. Debre Berhan Plant.
With this regard the data collected from the respondents resembles that majority of the
respondents 91(44.6%) have an experience of 2-3 years followed by 61 (29.9%) with an
experience of 1-2 year. 24 (11.8%) of them have an experience below 1 year. The remaining 28
(13.7%) possess more than 3 years of experience.
As it is shown on the above figure 6, most of the employees of Dashen Brewery Debre Berhan
Plant have an experience of between 2-3 years in the brewery.
year of experience
below 1 year 24
1-2 years 61
2-3 years 91
Over 3 years 28
24(40.9%)
61(61.1%)
91(16.1%)
28 4(18.8%)
0
10
20
30
40
50
60
70
80
90
100
45
4.3. Test of Validity and Reliability
In conducting an empirical study it is always to examine the instrument to be used for data
collection in pilot studies before actually using them to collect the data. In the pilot study the
questionnaire’s reliability and validity will be tested and the required correction will be
implemented to increase the accuracy of the data that will be collected.
This section as a result reveals the finding of the test made on the questionnaire used as means
of collecting primary data from the sampled employees’ of Dashen Brewery S.C Debre Berhan
Plant.
The pilot was made by considering 10% of the total sample size.
4.3.1. Reliability test
The purpose this test was to see whether the questions chosen are consistent with one another.
The reliabilities of the variables (data) were checked against the Nunnally's recommended
standards (Cronbach's alpha ≥ 0.70) mainly to ensure that they are reliable indicators of the
constructs (Nunnally’s, 1967). To check the reliability of questionnaire, Cronbach's alpha above
0.7 was considered.
Each of the categories for this study were tested separately by considering the questions with in
them.
The first variable is Involvement having 3 categories’ each having five (5) questions making the
total number of questions used to measure it 15. The Cronbach's alpha value was found to be
0.703. Since it is above the defined bar value (0.7) it is considered as reliable
Reliability Statistics
Cronbach's Alpha N of Items
.703 15
Source: SPSS Output, 2020
The second variable which is Consistency having 3 categories’ each with five (5) questions and
a total of 15 questions was also found to have an acceptable internal consistency with an alpha
value of
46
Reliability Statistics
Cronbach's Alpha N of Items
.856 15
Source: SPSS Output, 2020
The third variable referred as Adaptability with 15 questions were found to score a Cronbach's
Alpha value of 0.720 still making the questions to have consistency
Reliability Statistics
Cronbach's Alpha N of Items
.720 15
Source: SPSS Output, 2020
The next variable is Mission. Just like the other three it is composed of 3 categories’ and five
questions for each. The variable is also reliable with a Cronbach alpha value of 0.731.
Reliability Statistics
Cronbach's Alpha N of Items
.731 15
Source: SPSS Output, 2020
Finally with regard to the dependent variable organizational culture, the Cronbach alpha value is
found to be----- which shows the items used to measure the variable are consistent to one another
Reliability Statistics
Cronbach's Alpha N of Items
.799 5
Source: SPSS Output, 2020
47
Therefore, it is concluded that, all the questions used to measure each of the variable of the study
holds acceptable level of consistency to measure the variables they belong, making the
questionnaire as reliable instrument.
The average reliability for the four variable was found to be 0.7618 which shows the overall
reliability of the instrument used to collect primary data from sampled employees’ of Dashen
Brewery S.C. Debre Berhan Plant
4.3.2. Validity test
The validity test examines if the questions used to construct the questionnaire are appropriate
enough to be used to measure the variable.
Since all the questions are established from literatures published around organizational culture,
this can guarantee their validity. But in order to be sure the validity of the questionnaire was
measured by undertaking a thorough discussion with my assigned advisor, with his consultation
necessary revision was made on the original questionnaire. Based on his valuable suggestions
forwarded the instrument was reconstructed to establish a high level of validity.
4.4. Analysis of the Specific Objectives
4.4.1. Introduction
Regarding the descriptive interpretations for variables or dimensions used on the study;
5 = Strongly Agree; 4 = Agree; 3 = Neutral; 2 = Disagree and 1 = Strongly disagree, were used to
measure their response. The mean level of agreement between the group is categorized on the
scale; SA = Strongly Agree (4.51 or greater); A = Agree (3.51 – 4.50); N = Neutral (2.51 –
3.50); D = Disagree (1.51 – 2.50); and, SD = Strongly Disagree (1.49 or less). To make the result
more comfortable for analysis three bases scale were derived and used,
Agree (3.51 and above), Neutral (2.51 to 3.50), and Disagree (less than 2.50) (Dane B., 2007).
4.4.2. Analysis on the working habit between members of the plant.
This part of the analysis discusses the working habit between members of the Dashen Brewery
Debre Berhan Plant specifically. In order to attain this specific objective, the study has used three
items which are empowerment, team orientation and capability development. Each of the items
used to define working habit between members of the plant contains five questions. The
summarized finding and its interpretation is presented as follows.
48
A. Empowerment
The first subcategory used to understand working habit between members of the Plant is
empowerment. Empowerment is the process of giving employees in the organization the power,
authority, responsibility, resources, freedom to take decisions and solve work related problems. In
order to take such initiatives and decisions, they are given adequate authority and resources.
The empowered employee becomes “self-directed” and “self-controlled”. Empowerment focuses
on employees to make use of their full potential.
To measure empowerment, five (5) questions were used. The finding and discussion is presented
as follows
Table 3: Empowerment
Item Questions Alternative
s
Frequency Percentage
Empowerment
Most employees are highly involved
in their work
Agree 139 93.2
Neutral 5 3.4
Disagree 5 3.4
Total 149 100
Decisions are usually made at the
level where the best information is
available
Agree 88 59.0
Neutral 19 12.8
Strongly 42 28.2
Total 149 100
Information is widely shared so that
everyone can get the information he
or she needs when it is needed
Agree 79 53.1
Neutral 24 16.1
Disagree 46 30.8
Total 149 100
Everyone believes that he or she can
have a positive impact
Agree 105 70.4
Neutral 29 19.5
Disagree 15 10.1
Total 149 100
Business planning is ongoing and
involves everyone in the process to
some degree
Agree 119 79.9
Neutral 20 13.4
Disagree 10 6.7
Total 149 100
Source: Questionnaire, 2020
As the above table shows there are five items used to understand empowerment in Dashen Brewery
S.C Debre Berhan Plant. The first item portraits the involvement of employees’ in their work. The
finding depict that majority of the respondents 139 (93.2%) show their agreement that the
49
employees of the plant are highly involved in their assigned work. Whereas 5 (3.4%) of them
disagree regarding the involvement of employees’ in their work. The remaining 5 (3.4%) were
found to be neutral whether employees are involved in their work or not. The mean score for the
first item was found to be 4.03 (Refer Appendix I).
As result based of the response of the majority, the employees’ of the brewery can be characterized
as those who are highly committed and involved to get their work done.
The second item aims to examine if employees believe decisions in the plant are usually made at
the level where the best information is available. The finding shows majority of the respondents,
which accounts for 59.0% showed there agreement on the making of decision where there is best
information available regarding the problem requiring a decision. This finding was followed by
28.2% of employees declining the belief of making decision only when best information is
available. The remaining 12.8% were indifferent with this regard. The mean score was 3.28.
From the finding it can be easily seen that majority of the workers believe decisions in the plant
are mostly made after acquiring necessary information regarding the issue a decision will be on.
Decisions are one important aspect of every organization, but the accuracy of the decision mainly
depends on the quality of information collected to support the decision, with this regard Dashen is
considered to be good in the eyes of the majority employees.
The third item deals with the assessment of if information is widely shared so that everyone can
get the information he or she needs when it is needed. From all the resources a company uses to
support its daily operation, information is has become one of the important ones. In today’s highly
technological and information age, it has become a necessity to gather and disseminate information
for member of the company so that employees’ will use it when it is needed. As the above table
illustrates, lion’s share (53.1%) of the participants replied positively about the shering of
information among members of the company. to the other extreme 30.8% doesn’t agree on the
distribution of information for all employees in Dashen Brewery. The remaining 16.1% were found
to be unaware to say if there is information sharing or not. The mean for this item was 3.26
In an organization, various rules, regulations, work procedures are transferred from top to bottom
in the form of information, at the same time different reports, suggestions and complaints flow
bottom to top in the form of information. Therefore, information sharing is equally important like
50
other factor of productions. The finding depicts that, majority of the members believe there is
sufficient flow of information in Dashen which allows them to function in the company
comfortably.
The forth item deals if everyone believes that he or she can have a positive impact. Knowing that
a given employee can have a positive impact for the success of the company gives the feeling of
being valued, such feeling again leads to working in motivation and enthusiastically. As a result
the collected data with this regard shows that, 79.9% of them believe they are contributing
positively for the brewery, while 10.1% of them don’t. The remaining 19.5% were neutral if they
have impact or not with a mean score of 3.74.
This shows that how most of them think what they do in the company based on their profession
brings success and betterment for Dashen Brewery Debre Berhan Plant.
The last item under empowerment assesses if respondents think business planning is ongoing and
involves everyone in the process to some degree. Involving employees’ in the phase of planning
help a company to use the unique viewpoint and suggestion of those who will actually implement
it. It also create the sense of belongingness for the employees’. The finding of the study illustrates
that almost 80% of the respondents agree that they are part of the planning process. But 6.7% and
13.4% of the participants were against and neutral respectively with this regard making the mean
score to be 4.16.
As a result is crystal clear that the planning process of Dashen is ongoing and involves every
member of the plant. This will bring benefit for both side, the company will be able to acquire the
opinion of everyone in the process which enables it to come up with a plan which will be acceptable
by all. To the employees it will give them chance to show the management their potential and be
able to contribute their knowledge and skill.
In general, the empowerment variable of the study is found to be practiced in a good manner in
Dashen Brewery Debre Berhan Plant. With an overall mean of 3.56, according to Dane, (2007)
the result falls in the category of agreement. This implies employees of Dashen Brewery S.C Debre
Berhan Plant are empowered enough so that they can contribute for the betterment of the factory.
51
B. Team Orientation
The second subcategory used to understand working habit between members of the Plant is team
orientation. Team orientation refers to an individual’s propensity for functioning as part of a team
and the degree to which individuals prefer to work in group settings for task accomplishment. It is
defined as the degree to which the organizational members stress collaboration and cooperation in
performing business activities and in making business decisions. Team orientation is a general
disposition inclining some individuals toward working in groups or teams. In general, team
orientation means state of being directed as a team.
This subcategory is composed of five (5) questions which are aimed to measure and understand
the team orientation of Dashen Brewery. The result and discussion is presented as follows
Table 4: Team Orientation
Item Questions Alternatives Frequency Percentage
Team Orientation
Cooperation across different parts of the
factory is actively encouraged
Agree 115 77.2
Neutral 17 11.4
Disagree 17 11.4
Total 149 100
People work like they are part of a team ‘ Agree 110 73.8
Neutral 27 18.1
Strongly 12 8.1
Total 149 100
Teamwork is used to get work done Agree 110 73.8
Neutral 29 19.5
Disagree 10 6.7
Total 149 100
Teams are our primary building blocks Agree 108 72.5
Neutral 27 18.1
Disagree 15 9.8
Total 149 100
Work is organized so that each person
can see the relationship between his or
her job and the goals of the factory
Agree 85 57.0
Neutral 32 21.5
Disagree 32 21.5
Total 149 100
Source: Questionnaire, 2020
The first item under team orientation deals with the examination of if Cooperation across different
parts of the factory is actively encouraged. Organization is system where different parts come
52
together to attain a common objective. Therefore cooperation among this different but interrelated
parts should exist.
The finding reveals that from the total 149 sample participants, 77.2% agree on the presence of
cooperation among the parts of the brewery. While 11.4% didn’t see the presence of such
cooperation while doing work. The remaining 11.4% were indifferent to tell. The mean for this
item was 3.87.
Since most majority advocate the existence of cooperation among different units of the company
reveals the existence of collaboration among departments in the effort of attaining the company’s
mission which will bring positive value for the company.
The second item checks if people work like they are part of a team. Teamwork is the foundation
for long term success and profitability, as the saying goes “if you want to reach fast walk alone,
but if you want to reach far walk together”. The finding shows that 73.8% of participants agree
that they work like they are part of a team. But still a small number of respondents (8.1%) doesn’t
think they are part of their team while doing their job. 19.5% can’t tell if they are part of their team
or not with a mean value of 3.72
Therefore, based on the analyzed finding it can be cascaded that most majority of the employees
have the feeling that they belong in the team where they function In Dashen Brewery Debre Berhan
Plant.
The third item examines if teamwork is used to get work done. One of the unique feature of Dashen
Brewery id that, every task is handled collectively as a group. The finding was found in line with
this core value of the brewery. Out of the total 73.8% showed their agreement on the accomplishing
of work as a collective team. While 6.7% decline the doing of work as a team. The remaining 19.5%
were neutral and the item scored a mean value of 3.90.
This finding supports the first item as it advocates the presence of teamwork in the day to day
operation of the plant. Every employee belongs to a team which are organized based on similarity
of task. This trend has enabled them to accomplish their job quickly and collaboratively.
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The next item is about if teams are employees’ primary building blocks. As to the finding 72.5%
agree that team are building block for their work. Whereas 18.1 and 9.8% showed their
disagreement and being neutral respectively with a corresponding mean of 3.79.
Finally, the last item examines if work is organized in a way where each person can see the
relationship between his or her job and the goals of the factory. As mentioned above, organizations
are composed of interrelated parts. The work of one individual can influence others. As per the
analyzed finding 57.0% of them agree that their work is structured in way that shows how it is
related with others. 21.5 % of them opposes the organization of their work where they can see the
relationship of his/her job with others. The remaining 21.5% were indifferent. The mean was
obtained to be 3.38
Generally, the team orientation aspect of the brewery scores an overall mean value of 3.732 which
shows how much the company considers and regards the value and importance of team and
teamwork for the long lasting profitability of the company. It structures all the task in a way they
will be attained in a group bases while collaborating with other groups.
C. Capability Development
Capacity development is a concept closely related to education, training and human resource
development. It is defined as the development of knowledge, skills and attitudes in individuals and
groups of people relevant in design, development, management and maintenance of institutional
and operational infrastructures and processes that are locally meaningful.
As a result, this subsection deals with the assessment of the capability development effort of the
brewery by raising five (5) specific questions in relation to capacity development.
Table 5: Capacity Development
Item Questions Alternatives Frequency Percentage
Capability
Development
Authority is delegated so that people can
act on their own ‘
Agree 63 42.2
Neutral 22 14.8
Disagree 64 43.0
Total 149 100
The “bench strength” (capability of
people) is constantly improving
Agree 37 24.8
Neutral 63 42.3
Strongly 49 32.9
Total 149 100
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There is continuous investment in the
skills of employees
Agree 46 30.8
Neutral 32 21.5
Disagree 71 47.7
Total 149 100
The capabilities of people are viewed as
an important source of competitive
advantage
Agree 39 26.2
Neutral 44 29.5
Disagree 66 44.3
Total 149 100
Problems often arise because we do not
have the skills necessary to do the job
Agree 46 30.9
Neutral 30 20.1
Disagree 73 49.0
Total 149 100
Source: Questionnaire, 2020
The first item deals with delegation of authority, it examines if authority is delegated so that people
can act on their own. Delegation means division of authority and powers downwards to the
subordinate. It is about entrusting someone else to do parts of your job. It can also be defined as
subdivision and sub-allocation of powers to the subordinates in order to achieve effective results.
The finding collected regarding delegating authority shows 43.0% of the participants disagree be
advocating the delegation doesn’t allowing people to act on their own. While a close percentage
(42.2%) agree that the delegation allows the one delegated to act by his own. The remaining were
indifferent. The mean was found to be 3.05.
This shows, even though there is slight difference between those disagreeing and agreeing, the
disagreement over weights. This reveals the restriction on the delegate to act on every aspect of
the position he is temporarily delegated.
The second item under this section deals with regard to the constant improvement seen in
capability of people in the case company. This item was found to contain majority (42.3%) of
being neutral, followed by 32.9% disagreement and 24.8% agreement with a mean of 2.86. This
is an indication for the lack of information about the intention of the company with regard to
capability development of people. Such lack of information can tell there is little done by Dashen
when it comes to improving people’s capability.
Regarding the presence of continuous investment in the skills of employees in Dashen Brewery,
the result illustrates negative response where majority of the participants (47.7%) expressed their
disagreement. To the contrary, 30.8% support the investment made by the company to develop
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skill of its employees. The remaining 21.5% were found to be indifferent and scored a mean of
2.77.
Human resource investment is a promising area for companies to involve, because the enhanced
skill and capability will intern benefits the company later. The analyzed finding illustrates how
Dashen is seldom in making an investment of its workforce. Lack of such activity can disrupt the
engagement of employee with its employer.
The fourth and fifth item of capability development deals with if the capabilities of people are
viewed as an important source of competitive advantage and if they think problems often arise
because they do not have the skills necessary to do the job. The result from the questionnaire shows
negative result for both items, regarding the company view point on seeing capabilities of people
as an important source of competitive advantage constitutes disagreement by the majority (44.3%),
while the other item which condemns employees’ lack of skill accountability for problems in the
plant holds 49.0% disagreement. And the corresponding mean score was 2.69 for the fourth item
and 2.71 for the last one.
Various economics theories states that efficiency can be attained by increasing the capability of
employees, because skilled employee requires less time to get work done and is less vulnerable for
errors and mistakes. From the result obtained Dashen Brewery fails to recognize the skills and
knowledge its employees possess can bring competitive advantage for the company. In addition
they strongly advocates that the problems arising in the plant are not basically causes as a result of
employees’ incompetency.
In general while examining the overall practice of capability development in Dashen Brewery S.C.
Debre Berhan Plant, it can be inferred that the concern and attention given for capability
development is unsatisfactory for most respondents making the overall mean for capacity
development to be 2.816. Based on Dane (2007) a mean value of 2.816 belongs to the moderation
of respondents for the variable. As a result, this may bring negative consequences for the company,
such as losing its experienced employees to other competing companies where employee
development is highly implemented. Since individuals want to advance academically and in their
career, their readiness to abandon Dashen can be higher.
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4.4.3. Analysis of the supervision relationship of the plant.
This part of the analysis deals with the second specific objective of the study which assesses the
supervision relationship that exist between leaders and subordinates in Dashen Brewery Debre
Berhan Plant.
To attain this objectives three subcategories which are Core Value, Agreement and Coordination
& Integration are used. Furthermore, each of the subcategories are composed of having five
questions used to gain respondents feedback about them.
A. Core Values.
The first subcategory used to supervision relationship of Dashen Brewery S.C. Debre Berhan Plant
is Core values. Core value is organizational set of values that all employees of the organization
share to create a sense of identity and a clear set of expectations
To measure core values, respondents were requested to scale their feedback to the five (5)
questions provided. The finding and discussion is presented as follows
Table 6: Core Values
Item Questions Alternatives Frequency Percentage
Core Values
The leaders and managers
“practice what they preach”
Agree 51 34.2
Neutral 27 18.1
Disagree 71 47.7
Total 149 100
There is a characteristic
management style and a
distinct set of management
practices
Agree 78 52.3
Neutral 29 19.5
Disagree 42 28.2
Total 149 100
There is a clear and consistent
set of values that governs the
way we do business
Agree 93 62.5
Neutral 37 24.8
Disagree 19 12.7
Total 149 100
Ignoring core values will get
you in trouble
Agree 132 88.6
Neutral 12 8.1
Disagree 5 3.3
Total 149 100
There is an ethical code that
guides our behavior and tells us
right from wrong
Agree 20 13.4
Neutral 17 11.4
Disagree 112 75.2
Total 149 100
Source: Questionnaire, 2020
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As the above table shows there are five items used to measure core value in Dashen Brewery S.C
Debre Berhan Plant. The first item asks respondents if the leaders and managers “practice what
they preach”. The finding depict that majority of the respondents 71 (47.7%) show their
disagreement regarding the actual practice of what managers preach. Whereas 51 (34.2%) of them
replied supporting the implementation of what managers address to employees. The remaining 27
(18.1%) showed their partiality about the practically implementation of what managers promise to
do.
The analyzed finding shows most employees of the brewery doesn’t believe that what managers
say will be implemented in Dashen brewery Debre Berhan Plan with a mean score of 2.72. .
The second item aims to examine if there is a characteristic management style and a distinct set of
management practices. The finding reviles that majority of the respondents, which accounts for
52.3% believe there is a characteristic management style and a distinct set of management practices
by showing their agreement, followed by 42 (28.2%) of employees opposing the presence of
characteristic management style and a distinct set of management practices. The remaining 19.5%
were found to be unaware about it.
This finding illustrates that, majority employees’ support the existence of characteristic
management style and the presence of a distinct set of management practices which makes the
mean score to be 3.33
Regarding the existence of a clear and consistent set of values that governs the way the company
do business, the result of the third item summarized in the above table shows that, most majority
of respondents with a proportion of 62.5% replied positively about the availability of clear and
consistent set of values that is used governs the company on how to do business. But still 12.7%
of the participants doubt the availability of clear and consistent set of values in Dashen Brewery
Debre Berhan Plant. The rest were found neutral about it.
The presence of clear value helps a given company to lead and govern internal and external issues
in a consistent manner while doing its business. It will also help to solve problems and avoid any
conflict that may disrupt its operation. As a result the finding shows that most employees agree
that Daashen Brewery have a value which is clear to understand and consistent in its
implementation. The mean score for this item was found to be 3.53.
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The forth item asks, if respondents think ignoring core values will get them in to trouble. As a
result the collected data shows that, out of the total sampled participants 88.6% of them agree that
any violation of the established core values can bring them a potential problem on them. To the
contrary 3.3% and 8.1% of the respondents’ were found to disagree and indifferent with this regard.
This reviles that how almost all employees are aware that any ignorance made by them to abide
the core values of Dashen Brewery S.C. may jeopardize their work relationship with the brewery.
This item scores a mean of 4.26.
The last item assesses about the availability of ethical code that guides the behavior of employees
and that tells them right from wrong. The collected and analyzed finding of the study illustrates
that majority of them (75.2%) were found to disagree about the existence of ethical code of conduct
to guide their behavior in the brewery. To the opposite side 13.4% of them agree that there exist a
code of conduct to direct their activity and allow them to distinguish the right from wrong. The
remaining 11.4% were indifferent about the existence of such ethical code of conduct in Dashen
Brewery S.C. Debre Berhan Plant.
This shows that, even though Dashen Brewery S.C. Debre Berhan Plant certainly have an ethical
code of conduct developed to be known and followed by all employees of the brewery, most of
them have provided their negative feedback making the mean score to be 3.84
In general, when examining the overall core values of the company, even though most items
receive positive response from the participants, there seems to be presence of gap in the practical
implementation of what managers preach, this signifies there is an observed problem of providing
employees what the manager or leaders promises. The overall mean of the variable core value was
found to be 3.534.
B. Agreement
The second subcategory used to understand supervision relationship of Dashen Brewery S.C.
Debre Berhan Plant is agreement. Agreement can be understood as a situation where employees of
the organization are able to reach consensus on critical issues in the form of reaching an underlying
level of deal and the ability to reconcile differences as they occur.
This subcategory is composed of five (5) questions which are aimed to measure and understand
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respondents view point about agreement in Dashen Brewery. The result and discussion is presented
as follows
Table 7: Agreement
Item Questions Alternatives Frequency Percentage
Agreement
When disagreements occur, we
work hard to achieve “win-win”
solutions
Agree 93 62.4
Neutral 36 24.2
Disagree 20 13.4
Total 149 100
There is high commitment for
work in the factory
Agree 117 78.5
Neutral 17 11.4
Strongly 15 10.1
Total 149 100
It is easy to reach consensus, even
on difficult issues
Agree 54 36.3
Neutral 44 29.5
Disagree 51 34.2
Total 149 100
We often have trouble reaching
agreement on key issues
Agree 54 36.3
Neutral 27 18.1
Disagree 68 45.6
Total 149 100
There is a clear agreement about
the right way and the wrong way
to do things
Agree 81 54.4
Neutral 29 19.5
Disagree 39 26.1
Total 149 100
Source: Questionnaire, 2020
The first item under agreement assesses if members of the brewery work hard to achieve “win-
win” solution when disagreements occurs, as a result the finding shows that majority of the
respondents accounting a proportion of 62.4% agree pertaining the act of doing together to bring
win-win solution for any disagreement which comes on their way. Whereas 13.4% of them showed
their opposition on members working to solve disagreement in a way it will mutually benefit all.
The remaining 24.2% were neutral about it.
While working in an organization it is inevitable that disagreement may arise, but what most
important is how to overcome the disagreement in a way it will benefit all involving parties. The
above finding illustrates that most employees believe that disagreements are resolved in win-win
way and they really work hard to reach their. The mean for this item was found to score a value of
3.54
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The second item examines if there is high commitment for work in the factory. The finding reviles
that 78.5% agree on the sampled respondents agree the presence of high work commitment in
Dashen Brewery debre Berhan plant. Around 10% of them showed their disagreement regarding
the existence of high work commitment among all members of the plant. The remaining 11.4%
were partial concerning the commitment of employees’ being high.
The major foundation of organizational success is the habit and tendency of its members to exert
their maximum effort towards their assigned work, to this end the finding reviled that most
employees are committed enough to enable the company reach its targeted goal with a mean score
of 3.84
Thirdly, with regard to the easiness of reaching in to consensus, even on difficult issues, 54 (36.3%)
showed their positive response, followed closely by 51 (34.2%) of the participants disagreeing
about it. The remaining 44 (29.5%) of the respondents were neutral regarding the ease of reaching
it to consensus when faced with difficult problems.
This result shows that there is almost partial support and opposition among employees when it
comes to easiness of reaching agreement while solving difficult problems. The mean was found to
be 2.97.
Reaching agreement may require the compromise of interest among discussing parties. As a result
the fourth item checks if they often have trouble in reaching agreement on key issues. The result
portraits that majority of them disagree on facing with trouble among parties in the effort of
reaching agreement pertaining important issues. But, 36.3% of the sampled respondents doubt the
absence of certain trouble while dealing with key issues in work place. 18.1% of the respondents
were found to be unaware.
In solving problems not all problems will require serious attention and detail analysis, but there
are key areas which requires members’ contribution and attention while solving them. In Dashen
Brewery Debre Berhan Plant, the finding shows that most of the time agreement regarding key
issues are reached without having trouble. This item obtains a mean score of 2.95.
Finally, the last item assesses the existence of a clear agreement about the right way and the wrong
way to do things. With this regard, the result collected depicts that more than half of the
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participants with a proportion of 54.4% advocated the availability clear agreement about the right
way and the wrong way to do things. To the other extreme 26.1% of them decline its availability
in the brewery. The remaining 19.5% were neutral.
As a result, from this finding it can be inferred that most members of Dashen brewery Debre
Berhan plant are affirmative on the existence of clear arrangement that guide them to distinguish
the right way from the wrong one, scoring a mean value of 3.23
Generally, with regard to the sub category refereed as agreement, the result shows that the trend
followed by Dashen Brewery Debre Berhan plant towards reaching in to agreement to solve
problems confronted in a mutually acceptable way is mostly positive. But still certain flows were
observed when it comes to ease in reaching consensus while dealing with difficult situation and
reaching in to agreement on key issues which makes the overall mean value to be 3.31 (moderate).
This reviles the presence compromising by giving priority to the company’s interest rather than
departmental or individual interest.
C. Coordination and Integration
The third sub category examines the extent of coordination and integration that exist in Dashen
Brewery Debre Berhan plant. In order to measure the extent five (5) questions were developed.
The finding and analysis is presented as follows.
Table 8: Coordination and Integration
Item Questions Alternatives Frequency Percentage
Coordination
and
Integration
Our approach in doing business
is very consistent and
predictable
Agree 88 59.1
Neutral 24 16.1
Disagree 37 24.8
Total 149 100
People from different parts of
the factory share a common
perspective
Agree 32 21.4
Neutral 29 19.5
Strongly 88 59.1
Total 149 100
It is easy to coordinate projects
across different parts of the
company
Agree 54 36.2
Neutral 46 30.9
Disagree 49 32.9
Total 149 100
Working with someone from
another part of this factory is
Agree 51 34.2
Neutral 20 13.4
Disagree 78 52.4
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like working with someone
from a different factory
Total 149 100
There is a good alignment of
goals across levels
Agree 88 59.1
Neutral 27 18.1
Disagree 34 23.8
Total 149 100
Source: Questionnaire, 2020
The first item assesses if the approach in doing business in the brewery is very consistent and
predictable. The finding made on 149 sample participants shows that 59.1% of them agree
regarding the consistency and predictability of doing business in Dashen Brewery, while 24.8%
disagree the approach consistency and predictability. The remaining 16.1% were found to be
neutral. This item scores a mean value of 3.46.
Regarding with people from different parts of the factory sharing a common perspective, more
than half of the participants which accounts for 59.1% showed their disagreement pertaining the
possession of common perspective among people in different departments. Whereas 21.4%
support the existence of common perspective. The remaining respondents were indifferent. This
finding reveals that most employees believe there is difference in viewpoint among people since
they belong to different departments. This item scores a mean of 2.51
The next item under coordination and integration deals with if respondents think it is easy to
coordinate projects across different parts of the company. The analyzed finding shows that 36.2%
agreement and 32.9% disagreement making the remaining 30.9% neutral. This shows that even if
the number of agreement overweight the opposition the percentages were found to be close to each
other making the overall men for the item to be 3.05.
Pertaining the feeling of respondents, the fourth item asks if working with someone from another
part of this factory is like working with someone from a different factory. The analyzed result
shows that more than half of them (52.4%) disagree that which indicates the presence of belongings
to one company. To the contrary, 34.2% agree that, it feels as if they are working with someone
outside of Dashen, whenever they are working with someone in other department of the brewery.
This finding depicts that most employees have a strong feeling with one another even though the
person is from other department. The item gained a mean score of 2.79.
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The last item examines if there is good alignment of goals across levels in Dashen Brewery Debre
Berhan Plant. The finding reveals that most majority of respondents with a proportion of 59.1%
advocate there is a good alignment of goals throughout the departments, followed by 23.8%
opposing the existence of good alignment. The remaining 18.1% were indifferent.
From this it can be cascaded that employees of the brewery agree that the inter-departmental
coordination with regard to goal setting is appreciated with a mean score of 3.41.
In general the coordination and integration of the company can be regarded as well establish except
with certain gap on the easiness in coordination of project across the different parts of the company.
The overall cumulative mean for the category of coordination and integration was found to be
3.04, which according to Dane (2007), the variable belonging in moderation.
4.4.4. Analysis on Competency and Capability.
This part of the analysis deals with the third specific objective of the study which assesses the
Competency and Capability that exist in Dashen Brewery Debre Berhan Plant.
To attain this objectives three subcategories were identified which are Creating Change, Customer
focus and organizational learning. Furthermore, each of the subcategories were designed to have
five questions each to gain respondents feedback about them.
a. Creating Change
Change is in a company is both the process in which an organization changes its structure,
strategies, operational methods, technologies, or organizational culture to affect change within the
organization and the effects of these changes on the organization. Organizational change can be
continuous or occur for distinct periods of time. Under this sub category five items were used to
examine the company’s scheme to create change in Dashen Brewery Debre Berhan Plant.
Table 9: Creating Change
Item Questions Alternatives Frequency Percentage
The way things are done is very
flexible and easy to change
Agree 71 47.7
Neutral 31 20.8
Disagree 47 31.5
Total 149 100
Agree 88 59.2
Neutral 34 23.0
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Creating
Change
We respond well to competitors
and other changes in the business
environment
Strongly 41 27.8
Total 149 100
New and improved ways to do
work are continually adopted
Agree 66 44.3
Neutral 32 21.5
Disagree 51 34.2
Total 149 100
Attempts to create change
usually meet with resistance
Agree 103 69.1
Neutral 27 18.1
Disagree 19 12.8
Total 149 100
Different parts of the
organization often cooperate to
create change
Agree 86 57.8
Neutral 42 28.1
Disagree 21 14.1
Total 149 100
Source: Questionnaire, 2020
The first item was developed to measure if the way things are done is very flexible and easy to
change, as a result the collected finding shows that respondents with a proportion of 47.7% showed
their agreement with regard to the flexibility and in a way it is easy to change. Respondents
accounting for 31.5% were in the opposing end with regard to flexibility of doing things and
easiness to change. The remaining 20.8% were indifferent.
From the analyzed finding it can be inferred that, most believe that the activities in the brewery
are designed in a flexible manner and easy to change, the item scored a mean of 3.25
The second item assesses the company’s response to competitors and other change in the business
environment. Accordingly the collected data reveals that majority of respondents (59.2%) support
positively on the willingness of the company to respond well to competitors and other changes in
the business environment, followed by 27.8% expressing their disagreement. The remaining 23.0%
were found to be neutral.
From this it can be concluded that employees are mostly affirmative on the company’s tendency
to respond to competitors and other changes occurring in the business environment with a mean
score of 3.18
Regarding the adoption of new and improved ways to do work in Dashen Brewery, the finding of
the third item reveals 44.3% of the respondents showed their support by agreeing the brewery
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continually adopt new and improved ways to facilitate work. To the other extreme 34.2%of them
doubt regarding the adoption of new and advanced ways in the brewery. The remaining were found
to be indifferent.
Companies in order to stay competitive and cope with the ever changing business environment
they are expected to continuously update the way they do work, as a result the finding shows that
most employees believe the brewery continuously involve in adopting new and improved ways to
facilitate its production process. This item was found to have a mean score of 3.08.
Pertaining the company’s Attempts to create change usually meeting with resistance commitment,
most majority of respondents reply positively by confirming the company’s change
implementation attempt usually confronting resistance. Whereas 18.1% and 12.8 % of the
participants’ showed there indefiniteness and disagreement on the company’s meeting with
resistance while introducing change in Dashen Brewery Debre Birahn Plant. The fourth item
scored an average score of 3.65.
The last question under creating change sub category asks if different parts of the organization
often cooperate to create change, accordingly the collected data discloses that 57.8% of the
participants advocate the presence of cooperation among members of the company. From this
finding it can be inferred that, the overall cooperation that exist in the company while creating and
implementing change is encouraging which makes the mean to be 3.44.
In general the overall mean score for creating change is found to be 3.32. This indicates that when
it comes to creating change, the brewery is regarded as moderate in its actions.
b. Customer Focus
Since customers are one of the major stakeholders of Dashen Brewery, it is necessary to give
consideration for them. For profit organizations like Dashen Brewery, the survival of the
businesses depends on how much care about the customers’ needs and wants and the magnitude
of focus we gave for their satisfaction.
Customer focus is the orientation of an organization toward serving its clients' needs. Having a
customer focus is usually a strong contributor to the overall success of a business and involves
ensuring that all aspects of the company put its customers' satisfaction first. Also, having a
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customer focus usually includes maintaining an effective customer relations and service program.
In order to measure and understand the level of focus given by the brewery, five (5) questions were
developed. The finding and its subsequent analysis is provided as follows
Table 10: Customer Focus
Item Questions Alternatives Frequency Percentage
Customer
Focus
Customer comments and
recommendations often lead to
changes
Agree 120 80.5
Neutral 19 12.8
Disagree 10 6.7
Total 149 100
Customer input directly
influences our decisions
Agree 105 70.5
Neutral 29 19.5
Disagree 15 10.0
Total 149 100
All members have a deep
understanding of customer
wants and needs
Agree 73 49.0
Neutral 37 24.8
Disagree 39 26.2
Total 149 100
The interests of the customer
often get ignored in our
decisions
Agree 49 32.9
Neutral 34 22.8
Disagree 66 44.3
Total 149 100
We encourage direct contact
with customers by our people
Agree 49 32.9
Neutral 37 24.8
Disagree 63 42.3
Total 149 100
Source: Questionnaire, 2020
As shown in the summarized table above, the result reviles majority of the respondents with a
proportion of 80.5% believe receiving customer comments and recommendations often leads to
change for good, this item obtained a mean score of 4.05. In addition 70.5% of the respondents
advocates that the inputs collected from customers directly influence the decision of the brewery
with a mean value of 3.75.
With regard to the level of understanding of customers’ needs and wants by all the employees, the
collected and analyzed finding shows that, 49.0% of the participants replied positively pertaining
the presence of deep understanding about what customers’ of the brewery needs and wants with a
mean score of 3.25.
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The fourth item assesses if the interest of the customers often get ignored in the decision made by
the brewery, the result shows that most respondents’ with the proportion of 44.3% disagree
regarding the ignorance of customers’ interest the managerial decision making with a mean score
of 2.79
Finally with regard to the encouragement made by the company for direct contact between
customers of the brewery and employees of Dashen Brewery, the result shows that 42.3% of them
disagree that there is positive encouragement from the company when it comes to direct interaction
of employees with customers, followed by 32.9% agreeing about the support from company to
promote direct contact between employees and customers. The mean was found to be 2.87.
Generally, when examining the overall sub category of customers focus, the finding shows that
there is a positive trend followed by the company when it comes to understanding customers’
needs and wants, considering their opinion in managerial decision making, and the presence of
deep understanding of customers’ desire. The overall mean of this sub category was found to be
3.34.
c. Organizational Learning
The last sub category under Competency and Capability (Adaptability) is organizational learning.
The term organizational learning is defined as the process by which an organization improves itself
over time through gaining experience and using that experience to create knowledge. The
knowledge created is then transferred within the organization.
Organizational learning is important for Dashen Brewery, as the creation, retention and transfer of
knowledge within the company will strengthen the company as a whole.
To understand the organizational learning of Dashen Brewery Debre Bihan plant, five (5)
questions were developed. The finding and analysis is presented as follows.
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Table 11: Organizational learning
Item Questions Alternatives Frequency Percentage
Organizational
Learning
We view failure as an
opportunity for learning and
improvement
Agree 88 59.1
Neutral 20 13.1
Disagree 41 27.8
Total 149 100
Innovation and risk taking are
encouraged and rewarded
Agree 71 47.5
Neutral 17 11.5
Strongly 61 41.0
Total 149 100
There is development and
training program package for
employees
Agree 81 54.1
Neutral 27 18.1
Disagree 41 27.8
Total 149 100
Learning is an important
objective in our day-to- day
work
Agree 122 81.9
Neutral 10 6.6
Disagree 17 11.5
Total 149 100
We make certain that the “right
hand knows what the left hand
is doing”
Agree 93 62.2
Neutral 22 14.8
Disagree 34 23.0
Total 149 100
Source: Questionnaire, 2019
As specified in the above table out of the five (5) questions developed to measure the
organizational learning of Dashen Brewery, 59 % of the respondents support that the company
view failure as an opportunity for learning and improvement with a mean score of 3.41
Regarding, if Innovation and risk taking are encouraged and rewarded in Dashen Brewery Debre
Berhan Plant, the study obtained a response of 47.5% supporting treat risk taking and being
innovative brings encouragement and reward for an employee, this finding was followed by 41.0%
opposing view point about the issue.
54.1% of the participants showed their agreement regarding the existence of training and
development program package aimed to enhance the skill and capability of the employees. This
item ranked a mean score of 3.15
The fourth item examines if learning is an important objective in our day-to- day work of the
brewery, as a result the collected data showed that, most majority of respondents with a proportion
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of 81.9% agree that in Dashen Brewery, learning is viewed as an important objective in the day to
day activity of the employee with an average mean score of3.28.
Finally, the last item of this sub category assesses, if employees are certain that the “right hand
knows what the left hand is doing”, the result disclosed that 62.2% of the employees what is going
on in the company clearly which implies the presence of transparency with a mean value of 4.00
Therefore, while examining the general sub category of organizational learning, it can be
concluded that the importance of organizational learning and the various benefits that brings for
the company is well understood by Dashen Brewery, the sub category scores an overall mean of
3.56 (Agreement).
Using and applying learning in a company brings increased employee job satisfaction, Lower
turnover rates, increased productivity, profits and efficiency, developing leaders at all levels and
enhanced adaptability throughout the organization.
4.4.5. Analysis of the company Long-Term Strategy and Goal (Mission).
This part of the analysis deals with the analysis of company culture in relation to the overall
strategy and direction of Dashen Brewery Debre Berhan Plant.
To attain this objectives three subcategories which are Strategic direction and intent, Goal and
objectives and Vision are used. Furthermore, each of the subcategories are composed of having
five questions used to gain respondents feedback about them.
1. Strategic direction and intent.
The first subcategory used to analyze the overall strategy and direction (Mission) of Dashen
Brewery S.C. Debre Berhan Plant is Strategic direction and intent.
Strategic direction and intent is the philosophical base of the strategic management process. It
implies the purpose, which an organization endeavor of achieving. It is a statement that provides
a perspective of the means, which will lead the organization, reach the vision in the long run.
To measure Strategic direction and intent, respondents were requested to scale their feedback to
the established five (5) questions. The finding and discussion is presented as follows
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Table 12: Strategic direction and intent
Item Questions Alternatives Frequency Percentage
Strategic
direction
and intent
There is a long- term purpose and
direction
Agree 136 91.3
Neutral 7 4.9
Disagree 5 3.3
Total 149 100
Our strategy leads other factories
to change the way they compete in
the industry
Agree 83 55.7
Neutral 34 23
Disagree 32 21.3
Total 149 100
There is a clear mission that gives
meaning and direction to our work
Agree 122 82
Neutral 15 9.8
Disagree 12 8.2
Total 149 100
There is a clear strategy for the
future
Agree 100 67.2
Neutral 39 26.2
Disagree 10 6.6
Total 149 100
Our strategic direction is unclear Agree 37 24.6
Neutral 17 11.5
Disagree 95 63.9
Total 149 100
Source: Questionnaire, 2020
As the above table shows there are five items used to measure strategic direction and intent in
Dashen Brewery S.C Debre Berhan Plant. The first item asks respondents if there is a long- term
purpose and direction. The finding depict that most majority of the 91.3% of the respondents show
their agreement regarding the actual existence of long term purpose and direction to be followed
by the company. This item scored a mean of 4.08.
Furthermore 55.7% of the total participants advocate that the strategy followed by Dashen Brewery
leads other factories to change the way they compete in the industry with a mean score of 3.39.
The third item asked if there is a clear mission that gives meaning and direction to their work, the
result shows most of the respondents with a proportion of 82 % expressed their agreement
regarding the availability of mission that gives mission and direction to their work with a mean
score of 3.88.
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The next item examines if the brewery has established clear strategy to be implemented in the
future, as a result the result reviled that 67.2 % of the respondents showed their agreement making
the mean score to be 3.70
The last item assesse if respondents thing the strategic direction of Dashen Brewery is unclear,
the response shows that 63.9% of the participants disagree which implies the direction is clear to
be understood by employees of the brewery with a mean value of 2.44.
In general, when examining the overall strategic direction and intent of the company, it shows that
the company has established a short term and long term strategy and direction for the company to
follow in the future. The overall mean of the variable strategic direction and intent was found to
be 3.51. This indicates, most employees regard the breweries strategic direction and intent to be
acceptable.
2. Goal and Objectives.
The Second subcategory used to measure the overall strategy and direction of Dashen Brewery
S.C. Debre Berhan Plant is Goal and objectives. Goal and objectives are future aims and
determined targets the company aspires to realize or attain.
To measure goal and objectives, respondents were requested to scale their feedback to the
established five (5) questions. The finding and discussion is presented as follows
Table 13: Goal and objectives
Item Questions Alternatives Frequency Percentage
Goal and
Objectives
There is widespread agreement
about goals
Agree 90 60.7
Neutral 32 21.3
Disagree 27 18.0
Total 149 100
Leaders set goals that are
ambitious, but realistic
Agree 90 60.7
Neutral 39 26.2
Disagree 20 13.1
Total 149 100
The leadership has ”gone on
record” about the objectives we
are trying to meet
Agree 95 63.9
Neutral 32 21.3
Disagree 22 14.8
Total 149 100
We continuously track our
progress against our stated goals
Agree 80 54.1
Neutral 42 27.9
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Disagree 27 18
Total 149 100
People understand what needs to
be done for us to succeed in the
long run
Agree 85 57.4
Neutral 32 21.3
Disagree 32 21.3
Total 149 100
Source: Questionnaire, 2020
As the above table shows there are five items used to measure goal and objectives in Dashen
Brewery S.C Debre Berhan Plant. The first item examines if there is widespread agreement about
goals in the brewery. The finding depict that most majority of the respondents (67.7%) show their
positive feedback regarding the existence of agreement among members of the company regarding
the goals set to be realized by them. This finding was followed by 18.0 disagreement and 21.3
impartiality. It obtain a mean score of 3.58.
Similarly, regarding the setting of goals that are ambitious, but realistic 67.3 % of the participants
showed their agreement, while 13.1% disagree. The remaining 26.2% were neutral about whether
the goal are challenging but realistic making the mean score to be 3.56
The third item deals regarding if the leadership has “gone on record” about the objectives the
employees’ are trying to meet, the result of the third item summarized in the above table shows
that, most majority of respondents with a proportion of 63.9% replied positively about leadership
recording the objectives to be attained by employees, while the remaining 21.3% and 14.8% were
neutral and opposing. The mean score was found to be 3.59.
With regard to the continuous tracking of employees progress against the the attainment of the
established goals, the finding of the fourth item depicted that 54.1% witnessed it always get
followed and checked if they are attained, followed by 27.9% respondents being indifferent and
18.0% opposing it. The mean score was 3.49.
The last item asks, if respondents understand what needs to be done for them to succeed in the
long run. As a result the collected data shows that, out of the total sampled participants 57.4% of
them agree that they are aware of what needs to be done from their part for the successful
realization of the long run objective with a mean score of 3.37.
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In general, when examining the overall goal and objective of the company, it is clear that the
brewery is in the right track in making the goals of the company to be known, understood and
followed by the employees of the company. The brewery sets goals that are accepted, challenging
but attainable with continuous follow up and recording their progress. The overall aggregate mean
of the variable goals and objectives was found to be 3.518 indicating the comfort of most
employees of the company on the established goals and objectives to be attained.
3. Vision.
Finally, the last subcategory used to understand and measure the overall strategy and direction of
Dashen Brewery S.C. Debre Berhan Plant is vision. Vision is a statement that tells stakeholders,
employees and customers what the company want to accomplish over time and how its business
can make things different through its purpose and activities. It provides the outside world with
some insight about the company’s goals and how it want to be perceived. Vision encourage the
company’s stakeholders, employees and customers to think in terms of what the company is doing
and where the company is headed.
To measure vision, respondents were requested to scale their feedback to the established five (5)
questions. The finding and discussion is presented as follows
Table 14: Vision
Item Questions Alternatives Frequency Percentage
Vision
We have a shared vision of
what the factory will be
like in the future
Agree 122 82.0
Neutral 15 9.8
Disagree 12 8.2
Total 149 100
Leaders have a long-term
viewpoint
Agree 71 47.5
Neutral 41 27.9
Disagree 37 24.6
Total 149 100
Short-term thinking often
compromises our long-
term vision
Agree 81 54.1
Neutral 26 18
Disagree 42 27.9
Total 149 100
Our vision creates
excitement and motivation
for our employees
Agree 105 70.4
Neutral 22 14.8
Disagree 22 14.8
Total 149 100
Agree 78 52.5
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We are able to meet short-
term demands without
compromising our long-
term vision
Neutral 32 21.3
Disagree 39 26.2
Total 149
100
Source: Questionnaire, 2020
As summarized in the above table there are five items used to measure vision of Dashen Brewery
S.C Debre Berhan Plant. The first item assesses if the brewery have a shared vision of what the
factory will be like to be in the future, 82.0% of the respondents show their affirmative response
by agreeing the company defiantly have established where it wants to reach in the future, making
the mean score to be 3.88.
In addition majority of them with a proportion of 47.5% advocate that the leaders of the company
have set long-term viewpoint about the brewery with a mean score of 3.93.
The third item examines if short-term thinking of the brewery often compromises with its long-
term vision, the result discloses that majority of the respondents with a proportion of 54.1%
expressed their agreement regarding the alignment of short-run thinking with long term vision in
Dashen Brewery S.C. and obtained a mean score of 3.93.
The next item examines if the brewery’s vision creates excitement and motivation for the
employees gained the support of 70.4% of the participating respondents with a mean value of 3.66.
Finally, the last item assesse if the brewery is able to meet short- term demands without
compromising its long- term vision, as a result the response shows that 52.5% of the participants
agree that the short-term demands will never be compromised with the long-term vision of the
brewery. The mean for the last item was found to be 3.78.
In summary, the vision established by the brewery is found to be shared and accepted by majority
of the employees with excitement and motivation. The leaders also establishes long term
viewpoints which guides the company to progress forward in the future without compromising the
long term vision while meeting their short-term demands. The overall mean of the variable vision
was found to be 3.83 (Agreement).
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4.5. Economic results of Organizational Culture determinant factors
This part deals with identification of the organizational culture determinant factors for Dashen
Brewery S.C. Debre Berhan Plant.
4.5.1. Determinant Factors of Organizational Culture
The multiple linear regression analysis was used to examine the influence on organizational culture
caused by the four explanatory variables identified by Denison (1990) as the four basic views of
organizational culture which are involvement, consistency, adaptability and mission. The outcome
of the analysis is described in the table 14 below.
As stated on the literature, there are many factors that can influence organizations culture. But, in
case of Dashen Brewery S.C. Debre Berhan Plant, the factors determined by Denison (1990) are
used which are Involvement, Consistency, Adaptability and Mission.
Before using multiple regression as analytical tool all the necessary assumption tests were made,
the five tests conducted are:
1. Normality: Tested using the normal distribution curve and found the distribution to be
fairly normally distributed. (Refer Annex III-A)
2. Linearity: Tested using the scatter diagram. The observations were found to scatter around
the diagonal line, which implies the presence of linear relationship between the explanatory
variables and the dependent variable. (Refer Annex III-B)
3. Independence of Residual: Tested using Dublin Watson Test and obtained a value of
1.647. Since values falling between 1.5 and 2.5 are assumed to satisfy this assumption, the
data has also satisfied the assumption. (Refer Annex III-C)
4. Homoscedasticity: Homoscedasticity refers to whether residuals are equally distributed,
or whether they tend to bench together at some values, and at other values spread apart. It
checks to as equality of variance or homogeneity of variance. Homoscedasticity
assumption is checked by plotting the predicted values and residuals on scatter plot. A
given data is Homoscedasticity if it looks somewhat like shotgun blast of randomly
distributed data. As it can be seen the scatter plot diagram (Refer Annex III-D), the
residuals are dispersed all over the diagram which implies the residuals are spread enough
to satisfy this assumption.
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5. Multicollinearity: Multicollinearity is a statistical phenomenon when your predictor
variables are highly correlated with each other. This is an issue, as the regression model
will not be able to accurately associate variance in your outcome variable with the correct
predictor variable, leading to muddled results and incorrect inference. In order to detect the
existence of multicollinearity the study has used tolerance values and Variance Inflation
Factor (VIF) for each independent variable. Multicollinearity exists when Tolerance is
below 0.10; and the average variance inflation factor (VIF) is greater than 5. The test result
shows, the data set is free from multicollinearity because all tolerance values are above
than 0.10 and VIF scores are less than 5. (Refer Annex III-E). The correlation table in
Annex II also shows there is no relationship among variables more than 0.9.
Table 15: Econometric results of the Organizational Culture determinant factors
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .855a .731 .712 .40930 1.643
a. Predictors: (Constant), Involvement, Consistency, Adaptability, Mission.
b. Dependent Variable: Organizational Culture.
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) .192 .331 .581 .000
Adaptability .173 .088 .156 1.959 .035
Involvement .695 .162 .621 4.300 .000
Consistency .473 .058 .662 3.813 .001
Mission .230 .160 .200 1.442 .000
Dependent variable: Organizational Culture
A. Significance at 5% significance level
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As a result the multiple linear regression model is summarized as follows
OC = 0.192 + 0.695 IN + 0.473 CO +.173 AD + 0.230 MS
Where: OC = Organizational Culture
IN = Involvement
CO = Consistency
AD = Adaptability
MS = Mission
The Adjusted R 2 value of 0.712 means that about 71% of the variation in average organizational
culture in Dashen Brewery S.C. Debre Berhan Plant is explained by the explanatory variables
(Involvement, Consistency, Adaptability and Mission).
When observing the unstandardized beta value by holding other explanatory variables constant, a
unit increase in adaptability, on average leads to a 0.173 improvement in average organizational
culture. This value is statistically significant at 5% significance level and positively influence
organizational culture of Dashen Brewery S.C Debre Berhan Plant. This founding is found to be
consistent with a study undertaken by Rahma (2016) entitled as The Effect of organizational
culture on organizational effectiveness with special reference to Ethiopian Revenues and Customs
Authority.
Involvement was also found to have a direct and statistically significant effect on organizational
change. A magnitude of one unit change in involvement other things remaining the same, an
organizational culture will improve by a beta value of 0.695. This indicates the presence of strong
effect in relation to the other three variables. As a result, this finding implies that, the more the
company works on involving employees in their work and in the decision making the better the
culture of Dashen Brewery becomes. The study was found to be in line with a study conducted by
Senite (2017) entitled as The Impact of Organizational Culture on Performance Management
Practices: The Case of Economic Commission for Africa.
Consistency is also found to be important in explaining organizational culture. The variable is
statistically significant at 5% level and positive, revealing strong direct relationship between
consistency and organizational culture. The improvement in consistency by one leads to 0.473
78
increase in overall betterment of organizational culture. This was consistent with a study made by
Mola (2011) conducted on assessing Organizational Culture in Wonji Shoa Sugar Factory.
Finally, the variable mission is also found to have positive effect at 5% significant level on the
organizational culture of the brewery. The improvement made on the mission of the company was
found to bring 0.230 increase on the betterment of the culture of Dashen Brewery Debre Berhan
Plant. This indicates, the more the company make its mission and long term goals acceptable by
the members of the plant, the increase in the overall improvement in the organizational culture.
This finding was supported by Rahma (2016) and Senite (2017) who undertake an empirical study
around similar area.
When ranking the magnitude of influence caused by the four independent variables, involvement
holds the highest effect followed by consistency. Mission and adoptability influences
organizational culture thirdly and fourthly respectively.
In summary, the obtained econometrics analysis discloses, although the magnitude of effect varies
among the explanatory variables, it depicts how much all the variables are important to create a
culture which is content and acceptable by all employees’ of Dashen Brewery S.C Debre Berhan
Plant.
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Chapter Five
Conclusion and Recommendation
5.1. Conclusion
Organizational culture is referred as all the underlying values, beliefs and principles that serves as
a basis for an organization’s management system. It is something that is held to be relatively unique
to each organization. It is the pattern of basic assumptions developed by an organization in learning
to adapt to both its external and internal environments
The study is made to identify the major Determinants of Organizational Culture in Breweries: Case
of Dashen Brewery S.C Debre Berhan Plant parallel with assessing the working habit between
members of the Plant, examine the supervision relationship of the Plant and investigate the
competency and capability situation of the Plant
Based on the analyzed findings obtained from the study the following conclusions were made.
With regard to the overall working habit of Dashen Brewery S.C. Debre Berhan Plant, employees
can be regarded as highly involved toward the attainment of their assigned objective, where they
can access information they need to support their job while believing they have a positive impact
for the company.
The concern given by the brewery for the doing of work on a team base is appreciated. Cooperation
exist among the different functional departments allowing employees to work as a group. This is
a good indication on how much the company considers and regards the value and importance of
team and teamwork for the long lasting profitability of the company as a result tasks are structured
in a way they will be attained in a group bases while collaborating with other groups.
When it comes to capacity development package of the company to enable employees build a
better capability, the effort made by the brewery indicates the requirement of further attention.
There is seldom commitment made by the brewer in investing on the improvement of employees’
skill and capability.
With regard to the overall consistency that exist in Dashen Brewery S.C Debre Biran Plant, it can
be concluded as good. There is the application of management by example which allow employees
80
to follow the characteristics of their leaders. In addition the presence of clear and consistent values
and stipulated ethical code of conducts has enabled the company to effectively govern its
workforce. But the problem of offering what the management has promised to employees has been
the basic barrier that may minimize the level of trust among them.
In addition, pertaining the effort and procedure followed in reaching into agreement, the company
is well equipped on reaching to mutual agreement between the interest of the company and
employees’ interest, which is an indication of ease for reaching consensus. But it doesn’t mean all
agreements are reached easily, there are certain key areas requiring an important decision where
reaching into agreement can become challenging. As a result the overall process followed by the
company can be regarded as balanced. This could be because of the presence of agreement that
indicate right and wrong ways of doing work.
In the world we live in today, change is an investable occurrence, as a result Dashen Brewery is
found to be capable on accepting these changes in a flexibly way by using new and contemporary
ways so that the company be able to respond for changes occurring from external or internal
factors. But still resistance usually happens from the employees end.
The survival of any business including breweries highly depends on the reaction of customers
towards their products and service. That is why in Dashen Brewery there is the culture of highly
considering customers’ comments and recommendation by considering their inputs in the decision
making. Furthermore, the brewery is characterized by having the culture of considering failure as
a source for betterment and improvement, as a result the company has a continuous program for
training and development of its workforce. To encourage those hard working employees and push
them to be innovative a subsequent encouragement and reward follows. This in general shows the
breweries commitment to wards organizational learning.
Among the identified four variables capable of explaining organizational culture, all four were
found to be statistically significant factors to positively affect organizational culture with a level
of 71% explaining organizational culture. Involvement was found to be highly influential to have
a better and improved organizational culture in the brewery. Furthermore, consistency is also the
second influential factor to affect culture of the organization. The remaining two (adaptability and
mission) were found to influence culture in third and fourth level respectively.
81
5.2. Recommendation
As stated in the objective one of the reasons for undertaking this study was to come-up with
resolution suggestion that help Dashen Brewery S.C. in general and other related breweries found
in the industry. Having an organizational culture which are acceptable by all stakeholders allow
them to functions comfortably and smoothly towards the realization of company objective. As a
result recommendation for the study and for further study are forwarded as follow;
5.2.1. Recommendations from the study
As shown in the conclusion of the study, all the four variables are potential enough to affect
organizational culture, Dashen Brewery is strongly recommended to consider all the variables to
create an organization culture where employees’ and the management function as a team to attain
the mission of the brewery.
Since a problem is noticed in reaching into decision regarding key area where the company’s
survival depends, it is recommended for the management to find a way where employees can
involve and contribute their skill and potential to solve problems faced by the company.
Furthermore, in order to increase the level of agreement and reach consensus on critical issues
among members of the brewery, it is recommended to increase interaction and communication
between individuals and groups and increase number of people involved in problem solving, goal
setting and generating new ideas.
Pertaining the resistance frequently encountered while involving in to change, the researcher
recommends to systematically plan the change before actually implement it so that the company
can implement the changes right in the first time, because effective change management can
eliminate many of causes of resistance before it occurs. It is also wise for the brewery to expect
certain level of resistance so that it won’t be surprised by resistance, rather plan ways to fix it and
engage the right resistance managers which is senior leaders, managers and supervisors that are
the right people in the organization to manage resistance
82
In order to empower employees more Dashen Brewery is recommended to invest in enhancing the
skill and capacity of employees’ so that they can be competent to participate in the decision-
making processes through the accessibility of sufficient information.
5.2.2. Direction for further study and limitations
As clearly shown in the scope of this study, the study is both geographically and theoretically
confined in identify the major Determinants of Organizational Culture in Breweries: Case of
Dashen Brewery S.C Debre Berhan Plant, as a result it may not be used to make a generalization
regarding the issues in other industries.
Therefore other willing investigators are recommended to conduct a further in-depth investigation
to identify more factors that can affect organizational culture in other industries.
As it can be seen in the econometrics analysis the identified variables (dimensions) used in this
study explain organizational culture at around 71%. This indicates there are other variables
(unexplained) accounting 29%, which can affect organizational culture apart from the identified
four variables in this study. Therefore other researchers are suggested to identify the remaining
variables and undertake an investigation to create full understanding of determinants that affect
organizational factors.
83
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87
APPENDIX- I: MEAN AND STANDARD DEVIATION OF VARIABLES
A. INVOLVEMENT
C. Capability Development
Authority is
delegated so that
people can act on
their own ‘
The” bench strength”
(capability of people)
is constantly
improving
There is
continuous
investment in the
skills of
employees
The
capabilities of
people are
viewed as
competitive
advantage
Problems often
arise because we
do not have the
skills necessary
to do the job
Overall
Mean of
Capability
Developme
nt
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 3.0492 2.8689 2.7705 2.6885 2.7049 2.816
Std. Deviation .50191 .95700 .62296 .50737 .77394 .668
A. Empowerment
Most
employees
involved in
their work
Decisions are made
where the best
information is
available
Informatio
n is widely
shared
Everyone
believes they can
have a positive
impact
Business planning
is ongoing and
involves everyone
Overall Mean
of
Empowerment
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 4.0328 3.2787 3.2623 3.7377 4.1639 3.562
Std. Deviation .63159 .50089 .61492 .81449 .89778 .688
B. Team orientation
Cooperation
across factory
is actively
encouraged
People work
like they are
part of a team
‘
Teamwork
is used to
get work
done
Teams are our
primary
building blocks
Work is organized so
that each person can see
the relationship between
their job and the goals of
the factory
Overall
Mean of
Team
Orientation
N Valid 149 149 149 149 148
Missing 0 0 0 0 1
Mean 3.8689 3.7213 3.9016 3.7869 3.3833 3.732
Std. Deviation .88460 .71019 .83076 .89656 .92226 .846
88
B. CONSISTENCY
A. Core Values
The leaders and
managers
“practice what
they preach”
There is a characteristic
management style and a
distinct set of
management practices
There is a clear
and consistent
set of values
Ignoring core
values will get
you in trouble
There is an
ethical code
that guides
our behavior
Overall
Mean of
Core
Values
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 2.7213 3.3279 3.5246 4.2623 3.8361 3.534
Std. Deviation 1.14209 .97846 .82879 .75059 .91616 .918
B. Agreement
When disagreements
occur, we work hard
to achieve “win-win”
solutions
There is
high
commitment
for work
It is easy to
reach
consensus,
even on
difficult issues
We often have
trouble reaching
agreement on
key issues
There is a clear
agreement about the
right way and the
wrong way to do
things
Overall
Mean of
Agreement
N Valid 149 149 149 149 148
Missing 0 0 0 0 1
Mean 3.5410 3.8361 2.9672 2.9508 3.2333 3.31
Std. Deviation .84801 .79959 .98264 .67511 1.45370 0.75181
C. Coordination and Integration
Our approach
in doing
business is very
consistent and
predictable
People from
different parts of
the factory share
a common
perspective
It is easy to
coordinate
projects across
different parts
of the
company
Working with
someone from
another part of this
factory is like
working with
someone from a
different factory
There is a
good
alignment of
goals across
levels
Overall
Mean of
Coordinatio
n and
Integration
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 3.4590 2.5082 3.0492 2.7869 3.4098 3.04
Std. Deviation .53393 .705866 .62349 1.01801 .60626 0.697
89
C. ADAPTABILITY
A. Creating Change
The way things
are done is very
flexible and easy
to change
We respond
well to
competitors
and other
changes
New and
improved ways
to do work are
continually
adopted
Attempts to create
change usually
meet with
resistance
Different parts
of the
organization
often cooperate
to create change
Overall
Mean of
Creating
Change
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 3.2459 3.1803 3.0820 3.6557 3.4426 3.32
Std. Deviation .84332 .51816 1.02136 .79809 .74029 0.78
B. Customer Focus
Customer
comments and
recommendatio
ns often lead to
changes
Customer input
directly
influences our
decisions
All members have
a deep
understanding of
customer wants
and needs
The interests of
the customer
often get ignored
in our decisions
We encourage
direct contact
with customers
by our people
Overall
Mean of
Customer
Focus
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 4.0492 3.7541 3.2459 2.7869 2.8689 3.34
Std. Deviation .95614 .82977 .97734 .59882 .70200 .812
C. Organizational Learning
We view
failure as an
opportunity for
learning and
improvement
Innovation and
risk taking are
encouraged and
rewarded
There is
development and
training program
package for
employees
Learning is
an
important
objective in
our day-to-
day work
We make
certain that the
“right hand
knows what the
left hand is
doing”
Overall
Mean of
Organization
al Learning
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 3.4098 3.1475 3.2787 4.0000 3.5082 3.567
90
Std. Deviation .66987 .73607 1.08506 .61287 .76366 .774
D. MISSION
A. Strategic Direction and Intent
There is a
long- term
purpose and
direction
Our strategy
leads other
factories to
change the way
they compete
in the industry
There is a clear
mission that gives
meaning and
direction to our
work
There is a
clear
strategy for
the future
Our strategic
direction is
unclear
Overall
Mean of
Strategic
Direction
and Intent
N Valid 149 149 149 149 149
Missing 0 0 1 1 0
Mean 4.0820 3.3934 3.8833 3.7000 2.4426 3.51
Std. Deviation .61360 .88088 .76117 .74333 1.17650 .835
Hn
B. Goal and Objectives
There is
widespread
agreement
about goals
Leaders set
goals that are
ambitious,
but realistic
The leadership has
”gone on record”
about the
objectives we are
trying to meet
We continuously
track our
progress against
our stated goals
People understand
what needs to be
done for us to
succeed in the long
run
Overall
Mean of
Goal and
Objectives
N Valid 149 149 149 149 148
Missing 0 0 0 0 1
Mean 3.582 3.5574 3.5902 3.498 3.3667 3.518
Std. Deviation .94204 .82714 .97257 .90143 .90135 .909
C. Vision
We have a
shared
vision about
the future
Leaders have
a long-term
viewpoint
Short-term
thinking often
compromises our
long-term vision
Our vision creates
excitement and
motivation for our
employees
We are able to
meet short- term
demands without
compromising our
long- term vision
Overall
Mean of
Vision
N Valid 149 149 149 149 149
Missing 0 0 0 0 0
Mean 3.8852 3.9295 3.9251 3.6557 3.7787 3.83
Std. Deviation .87747 .73127 .82216 .85411 1.03491 .864
91
APPENDIX-II: CORRELATION MATRIX
Correlations
Involvement Consistency Adaptability Mission
Organizationa
l Culture
Involvement Pearson Correlation 1 .502** .495** .862** .838**
Sig. (2-tailed) .000 .000 .000 .000
N 149 149 149 149 149
Consistency Pearson Correlation .502** 1 .250 .510** .387**
Sig. (2-tailed) .000 .052 .000 .002
N 149 149 149 149 149
Adaptability Pearson Correlation .495** .250 1 .414** .530**
Sig. (2-tailed) .000 .052 .001 .000
N 149 149 149 149 149
Mission Pearson Correlation .862** .510** .414** 1 .766**
Sig. (2-tailed) .000 .000 .001 .000
N 149 149 149 149 149
Organizational
Culture
Pearson Correlation .838** .387** .530** .766** 1
Sig. (2-tailed) .000 .002 .000 .000
N 149 149 149 149 149
**. Correlation is significant at the 0.01 level (2-tailed).
92
APPENDIX-III: MULTIPLE REGRESSION ASSUMPTION TESTS
A. Normality Test
Source: SPSS Output, 2020.
93
B. Linearity Assumption
Source: SPSS Output, 2020.
C. Independence of Residual Assumption
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate Durbin-Watson
1 .855a .731 .712 .40930 1.643
a. Predictors: (Constant), Adaptability, Involvement, Consistency, Mission
b. Dependent Variable: Organizational Culture
Source: SPSS Output, 2020.
94
D. Homoscedasticity: Assumption
Source: SPSS Output, 2020.
E. Multicollinearity Assumption
Model
Collinearity Statistics
Tolerance VIF
1 (Constant)
Adaptability .755 1.325
Involvement .230 4.343
Consistency .724 1.380
Mission .249 4.008
Source: SPSS Output, 2020.
95
APPENDIX- IV: QUESTIONNAIRE
DEBRE BERHAN UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
MBA-PROGRAM
QUESTIONNAIRE TO BE FILLED BY PERMANENT EMPLOYEES OF DASHEN
BREWERY S.C.
Dear Respondent,
This questionnaire is prepared by a graduate student from Debre Berhan University for the purpose
of Assessing the Organizational Culture of Dashen Brewery S.C Debre Berhan Plant. The study is
conducted by MBA student Desalegn Berhanu.
This questionnaire is meant to secure relevant data to the study which is believed to come up with
valuable recommendations for problems observed (if any). Therefore, your genuine support in
responding to the raised questions will have paramount importance for the attainment of the
study’s objectives.
Furthermore, the secrecy of all the information that you will provide is confidential. Hence, I
earnestly request you to fill the questionnaire carefully.
Thank you in advance for your cooperation!!!
Sincerely,
Desalegn Berhanu
General Instruction
This questionnaire is to be filled by employees of Dashen Brewery.
There is no need to write your name
Please fill the answer by putting a tick () mark with in the box.
You are kindly asked to read and respond carefully to each question in the
questionnaire.
96
Part I: Demographic Characteristics and general information of respondents
1. Gender
A) Male B) Female
2. Age
A) 18- 25years B) 25-34 years C) 35-44 years D) 45-54 years E) 55-60 years
3. What is your highest level of Education achievement?
A) Below certificate B) Certificate C) Diploma D) First Degree
E) Master’s F) PHD and above
4. In which functional area do you work?
A. HR B. Finance C. Brewing D. Packaging E. Quality
F. Logistic G. Engineering H. Sales & Warehouse
5. What management position are you in?
A) Managerial Level B. Non-Managerial
6. How long have you worked in Dashen Brewery S.C. Debre Berhan plant?
A) Less than 1 years B) 1 to 2 years C) 2 to 3 years D) over 3 years
Part II: Questions regarding the Assessment of Organizational Culture of Dashen Brewery
S.C Debre Berhan Plant
The following set of statements describes your general perception towards Dashen Brewery
organization culture. Use a scale of 1-5 for level of agreement where 1=Strongly Disagree (SD) 2=
Disagree (D) 3=Neutral (N), 4=Agree (A) and 5= Strongly Agree (SA). Please put tick () mark
in the box (cell) on one of your answer and there is no right or wrong answers.
Items to be rated Strongly
Disagree
(SD)
Disagree
(D)
Neutral
(N)
Agree
(A)
Strongly
Agree(SA) 1. INVOLVEMENT
1.1. Empowerment
A. Most employees are highly involved in their
work
B. Decisions are usually made at the level where the
best information is available
97
C. Information is widely shared so that everyone
can get the information he or she needs when it is
needed
D. Everyone believes that he or she can have a
positive impact
E. Business planning is ongoing and involves
everyone in the process to some degree
1.2.
A. Cooperation across different parts of the factory
is actively encouraged
B. People work like they are part of a team ‘
C. Teamwork is used to get work done
D. Teams are our primary building blocks
E. Work is organized so that each person can see the
relationship between his or her job and the goals
of the factory
1.3. Capability Development
A. Authority is delegated so that people can act on
their own ‘
B. The” bench strength” (capability of people) is
constantly improving
C. There is continuous investment in the skills of
employees
D. The capabilities of people are viewed as an
important source of competitive advantage
E. Problems often arise because we do not have the
skills necessary to do the job
2. CONSISTENCY
2.1.Core Values
A The leaders and managers “practice what they
preach”
98
B There is a characteristic management style and a
distinct set of management practices
C There is a clear and consistent set of values that
governs the way we do business
D Ignoring core values will get you in trouble
E There is an ethical code that guides our behavior
and tells us right from wrong
2.2.Agreement
A. When disagreements occur, we work hard to
achieve “win-win” solutions
B. There is high commitment for work in the factory
C. It is easy to reach consensus, even on difficult
issues
D. We often have trouble reaching agreement on
key issues
E. There is a clear agreement about the right way
and the wrong way to do things
2.3.Coordination and integration
A. Our approach in doing business is very consistent
and predictable
B. People from different parts of the factory share a
common perspective
C. It is easy to coordinate projects across different
parts of the company
D. Working with someone from another part of this
factory is like working with someone from a
different factory
E. There is a good alignment of goals across levels
3. ADAPTABILITY
3.1.Creating Change
A. The way things are done is very flexible and easy
to change
B. We respond well to competitors and other
changes in the business environment
99
C. New and improved ways to do work are
continually adopted
D. Attempts to create change usually meet with
resistance
E. Different parts of the organization often
cooperate to create change
3.2.Customer Focus
A. Customer comments and recommendations often
lead to changes
B. Customer input directly influences our decisions
C. All members have a deep understanding of
customer wants and needs
D. The interests of the customer often get ignored in
our decisions
E. We encourage direct contact with customers by
our people
3.3.Organizational Learning
A. We view failure as an opportunity for learning
and improvement
B. Innovation and risk taking are encouraged and
rewarded
Items to be rated
Strongly
Disagree
(SD)
Disagree
(D)
Neutral(
N)
Agree
(A)
Strongly
Agree(SA)
C. There is development and training program
package for employees
D. Learning is an important objective in our day-to-
day work
E. We make certain that the “right hand knows what
the left hand is doing”
4. MISSION
4.1.Strategic Direction and Intent
A. There is a long- term purpose and direction
B. Our strategy leads other factories to change the
way they compete in the industry
100
C. There is a clear mission that gives meaning and
direction to our work
D. There is a clear strategy for the future
E. Our strategic direction is unclear
4.2.Goal and objectives
A. There is widespread agreement about goals
B. Leaders set goals that are ambitious, but realistic
C. The leadership has ”gone on record” about the
objectives we are trying to meet
D. We continuously track our progress against our
stated goals
E. People understand what needs to be done for us
to succeed in the long run
4.3.VISION
A. We have a shared vision of what the factory will
be like in the future
B. Leaders have a long-term viewpoint
C. Short-term thinking often compromises our long-
term vision
D. Our vision creates excitement and motivation for
our employees
E. We are able to meet short- term demands without
compromising our long- term vision
101
Thank You for your Cooperation
Organizational Culture
Strongly
Disagree
(SD)
Disagree
(D)
Neutral
(N)
Agree
(A)
Strongly
Disagree
(SD)
A. Dashen Brewery adopts and follows an
organizational culture which is a unique
family atmosphere
B. Dashen Brewery adopts and follows an
organizational culture which encourages
employees to speak up when they disagree
with a decision
C. Dashen Brewery has an organizational culture
that encourages employees’ to work as a team
to accomplish their assigned task
D. Dashen Brewery has an organizational culture
which requires the managers to be
knowledgeable and trained to be a good leader
E. Dashen Brewery often communicates the
overall organizational goals to employees
102
መጠይቅ
ደብረ ብርሃን ዩኒቨርስቲ
ቢዝነስ እና ኢኮኖሚክስ ኮሌጅ
ማናጅመንት ትምህርት ክፍል
MBA ፕሮግራም
በዳሽን ቢራ አ.ማ ቋሚ ሰራተኞች የሚሞላ መጠይቅ
ውድ የጥናቱ ተሳታፊዎች እኔ የደብረ ብርሃን ዩኒቨርስቲ የማኔጅመንት ትምህርት ክፍል የንግድ አስተዳደር የድህረ
ምረቃ ተመራቂ ተማሪ ስሆን፤ በአሁን ሰዓት የመመረቂያ ፅሁፌን በማዘጋጀት ላይ እገኛለሁ፡፡ የጥናቴ ርዕስ እና ዓላማ
የዳሽን ቢራ ፋብሪካ አ.ማ. የድርጅታዊ ባህልን ለመዳሰስ እና ለመረዳት ሲሆን እርስዎም በዚህ ጥናት እንዲሳተፉ
ተመርጠዋል፡፡ እርስዎ የሚሰጡት ትክክለኛ መረጃ ለጥናቱ ውጤታማነት በጣም አስፈላጊ መሆኑን በመገንዘብ
መጠይቁን በጥንቃቄ እንዲሞሉ እጠይቃለሁ፡፡
ተሳትፎዎ በእርስዎ በጎ ፈቃደኝነት ላይ የተመሰረተ እና የሚሰጡት መረጃ ሚስጥራዊነቱ የተጠበቀ እንዲሁም ለዚህ
ጥናት ዓላማ ብቻ እንደሚውል አረጋግጣለሁ፡፡ የማንኛውም መልስ ሰጪ ማንነት በማንኛውም መልኩ የማይታተምና
የማይሰራጭ ይሆናል፡፡ ሁሉም መረጃዎች ለትምህርታዊ ዓላማ ብቻ ይውላሉ፡፡ ጊዜዎን ሰውተው ስለሚያደርጉልኝ
ትብብር በቅድሚያ አመሰግናለሁ፡፡
ደሳለኝ ብርሃኑ
ማሳሰቢያ
1. ይህ መጠይቅ የሚሞላው በዳሽን ቢራ ፋብሪካ ሰራተኞች ብቻ ነው፡፡
2. በመጠይቁ ላይ ስም መፃፍ አያስፈልግም፡፡
3. ምርጫ ላላቸው ጥያቄዎች መልስዎትን በሳጥኑ ውስጥ የእርማት ምልክት (√) ያስቀምጡ፡፡
4. እያንዳንዱን ጥያቄ በጥንቃቄ አንብበው ምላሽዎን እንዲሰጡ በትህትና እጠይቃለሁ፡፡
103
ክፍል አንድ፡ ስለ ተሳታፊዎች አጠቃላይ መረጃ
1. ፆታ
ሀ) ወንድ ለ) ሴት
2. እድሜ
ሀ) ከ 18 -25 ዓመት ለ) ከ 25-34 ዓመት ሐ) ከ 35-44ዓመት መ) ከ 45-54ዓመት
ሠ) ከ 55 -60 ዓመት
3. የትምህርት ደረጃ
ሀ) ከሰርተፊኬት በታች ለ) ሰርተፊኬት ሐ) ዲኘሎማ
መ) የመጀመሪያ ዲግሪ ሠ) ሁለተኛ ዳግሪ ረ) ፒኤችዲ እና በላይ
4. በአሁኑ ሰአት እየሰሩ ያሉበት መምሪያ
ሀ) የሰው ኃይል ለ) ፋይናንስ ሐ)ብሪዊንግ መ) ፓኬጂንግ
ሠ) ኳሊቲ ረ) ሎጀስቲክስ ሰ) ኢንጂነሪንግ ሸ) ዌርሃውስ
5. ያሉበት የስራ መደብ እርከን
ሀ) የሥራ አመራር ለ) የሥራ አመራር ያልሆነ ሰራተኛ
6. በዳሽን ቢራ ፋብሪካ ያለዎት የሥራ ልምድ
ሀ) እስከ 1 ዓመት ለ) ከ1 እስከ 2 ዓመት ሐ) ከ2 እስከ 3 ዓመት
መ) ከ2 እስከ 3 ዓመት ሠ) ከ 4 እስከ 5 ዓመት
104
ክፍል ሁለት፡ ከዳሽን ቢራ ፋብሪካ አ.ማ. ድርጅታዊ ባህል ጋር የተያያዙ መጠይቆች፡፡ ለእያንዳንዱ ጥያቄዎች
ምላሽዎትን ከተዘረዘሩት መለኪያዎች መካከል ተገቢ ነው በሚሉት ቦታ ላይ ያኑሩ፡፡
1. ተሳትፎ ፈፅሞ
አልስማማ
ም
አልስማማ
ም
ገለልተኛ
እስማማለ
ሁ
በጣም
እስማማለ
ሁ 1.1. ማብቃት
ሀ. አብዛኛዎቹ ሰራተኞች በስራቸው ላይ በከፍተኛ ሁኔታ
ተሳትፎ ያደርጋሉ
ለ. ውሳኔዎች በአብዛኛው የሚደረጉት ጥሩ መረጃ
በሚገኝበት ሁኔታ ነው
ሐ. ሁሉም መረጃዎችን በሚፈልገው/ በምትፈልገው ጊዜ
እንዲያገኙ መረጃዎች በስፋት ይሰራጫሉ
ሠ. ሁሉም ሰራተኛ አዎንታዊ ተፅእኖ እንዳለው/እንዳላት
ያምናሉ
ረ. የንግድ ሂደት ቀጣይነት ያለው እና በተወሰነ ደረጃ
የሁሉንም ተሳትፎ ይጠይቃል
1.2. የቡድን አቀማመጥ
ሀ. በፋብሪካው የተለያዩ ክፍሎች ላይ ትብብር ማድረግ
በጣም ይበረታታል
ለ. ሰዎች የቡድኑ አካል የሆኑ ያክል ይሰራሉ
ሐ. ስራን ለመስራት የቡድን ስራ ጥቅም ላይ ይውላል
ሠ. ቡድኖች ተቀዳሚ መሰረቶቻችን ናቸው
ረ. ስራዎች ሲዋቀሩ እያንዳንዱ ሰው በሱ/በሷ ስራ እና
በፋብሪካው ግብ መካከል ያለውን ግንኙነት
እንዲመለከቱ በሚያደርግ መልኩ ነው
1.3. የችሎታን ማሳደግ
ሀ. ሰዎች በሚፈልጉት መንገድ እንዲሰሩ መብት
ይሰጣቸዋል
ለ. “ብቁ ተተኪዎች” (የሰዎች ችሎታ) የማፍራቱ ሂደት
በየጊዜው እየተሻሻለ ነው
ሐ. በሰራተኞች ክህሎት ላይ ቀጣይነት ያለው
የመዋዕለንዋይ ፍሰት ይደረጋል
105
ሠ. የሰዎች ችሎታ እንደ አስፈላጊ “የውድድር ብልጫ”
ምንጭ ይታያል
ረ. አብዛኛውን ጊዜ ችግሮች የሚነሱት ስራውን ለማከናወን
የሚረዳ ተገቢው የሥራ ክህሎት ስለሌለን ነው
2. ወጥነት/ ተደጋጋፊነት
ፈፅሞ
አልስማማ
ም
አልስማማ
ም
ገለልተኛ
እስማማለ
ሁ
በጣም
እስማማለ
ሁ 2.1. ዋና እሴቶች
ሀ. መሪዎች እና ኃላፊዎች “የሚሰብኩትን/የሚናገሩትን
ይተገብራሉ“
ለ. ባህሪያዊ አስተዳደር ዘይቤ እና የተለየ የአስተዳደር
ልምዶች አሉ
ሐ. ሥራ የምንሰራበትን መንገድ የሚያስተዳድሩ ግልጽ እና
ተደጋጋፊ የሆኑ እሴቶች አሉ
ሠ. ዋና እሴቶችን ችላ ማለት ችግር ውስጥ ይከታል
ረ. ባህሪያችንን የሚገራ እና ትክክሉን ከስህተቱ የሚነግረን
የስነምግባር ህገ ደምቦች አሉ
2.2. ስምምነት
ሀ. አለመስማማት ሲከሰት፣ “ሁሉንም ተጠቃሚ
የሚያደርግ” መፍትሄ ላይ ለመድረስ በርትተን
እንሰራለን
ለ. በፋብሪካው ውስጥ ለስራ ከፍተኛ የሆነ ተነሳሽነት አለ
ሐ. በአስቸጋሪ ጉዳዮች ላይ እንኳን ስምምነት ላይ
ለመድረስ ቀላል ነው
ሠ. በቁልፍ ጉዳዮች ላይ ስምምነት ላይ ለመድረስ
አብዛኛውን ጊዜ እንቸገራለን
ረ. ትክክለኛ እና የተሳሳተ የአሰራር መንገድን በተመለከተ
ግልፅ የሆነ ስምምነት አለ
2.3. ቅንጅት እና ውህደት
ሀ. ሥራን የምንሰራበት መንገድ ወጥነት ያለው እና
ሊታወቀ የሚችል ነው
106
ለ. ከፋብሪካው የተለያዩ የስራ ክፍሎች የመጡ ሰዎች አንድ
ዓይነት አመለካከት አላቸው
ሐ. በኩባንያው በተለያዩ የስራ ክፍሎች ውስጥ
ፕሮጀክቶችን ለማስተባበር ቀላል ነው
ሠ. ከሌላ የስራ ክፍል ሰራተኛ ጋር መስራት ከሌላ ፋብሪካ
ሰው ጋር አብሮ እንደመሥራት ነው
ረ. በሁሉም የስራ ደረጃዎች ጥሩ የሆነ የግቦች መናበብ አለ
3.
4. መላመድ
ፈፅሞ
አልስማማ
ም
አልስማማ
ም
ገለልተኛ
እስማማለ
ሁ
በጣም
እስማማለ
ሁ 4.1. ለውጥን መፍጠር
ሀ. ነገሮች የሚከናወኑበት መንገድ አማራጭ ያለውና
ለመለወጥም ቀላል ነው
ለ. ለተወዳዳሪዎች እና በሥራ አካባቢ ውስጥ ላሉ ለውጦች
ጥሩ ምላሽ እንሰጣለን
ሐ. አዳዲስ እና የተሻሻሉ ሥራ ለመስራት የሚያስችሉ
መንገዶች ያለማቋረጥ ይተገበራሉ
ሠ. ለውጥ ለመፍጠር የሚደረጉ ሙከራዎች ብዙውን ጊዜ
ተቃርኖ/ተግዳሮቶች ያጋጥማቸዋል
ረ. የተለያዩ የድርጅቱ ክፍሎች ለውጥ ለመፍጠር ሁሌም
ይተባበራሉ
4.2. የደንበኛ ትኩረት
ሀ. የደንበኞች አስተያየቶች እና ምክሮች የለውጥ መሰረት
ናቸው
ለ. ከደንበኛው የምናገኝው ግብዓት በውሳኔዎቻችን ላይ
ቀጥተኛ ተጽዕኖ ያሳድራል
ሐ. ሁሉም የድርጅቱ አባላት ስለ ደንበኞቻችን ፍላጎቶች
ጥልቅ ግንዛቤ አላቸው
ሠ. የደንበኞቻችን ፍላጎት ብዙውን ጊዜ በውሳኔዎቻችን
ውስጥ ችላ ይባላሉ
ረ. ሰራተኞቻችን ከደንበኞች ጋር ቀጥተኛ ግንኙነትን
እንዲኖራቸው እናበረታታለን
107
4.3. ድርጅታዊ ትምህርት
ሀ. ውድቀት ለወደፊት መማርያ እና መሻሻያ ስለሆነ እንደ
እድል እንመለከተዋለን
ለ. አዲስ ነገር ፈጠራ እና ችግርን መጋፈጥ ማበረታቻ እና
ሽልማት ያስበረክታል
ሐ. ለሠራተኞች ራሳቸውን የሚያሻሽሉበት ትምህርቶች እና
የሥልጠና ጥቅል አለ
ሠ. ትልቁ አላማችን ከዕለት ተዕለት ሥራችን መማር ነው
ረ. ቀኝ እጅ ግራ እጅ ምን እንደሚሠራ ማወቁን
እርግጠኞች ነን
5. ተልዕኮ ፈፅሞ
አልስማማ
ም
አልስማማ
ም
ገለልተኛ
እስማማለ
ሁ
በጣም
እስማማለ
ሁ 5.1. ስልታዊ አቅጣጫ እና ዓላማ
ሀ. የረጅም ጊዜ ዓላማ እና አቅጣጫ ተቀምጧል
ለ. የእኛ ስልታዊ እቅድ ሌሎች ፋብሪካዎች በኢንዱስትሪው
ውስጥ የሚወዳደሩበትን መንገድ እንዲቀይሩ
ያደርጋቸዋል
ሐ. ለሥራችን ትርጉም እና አቅጣጫ የሚሰጥ ግልጽ ተልእኮ
አለ
ሠ. ለወደፊቱ ግልጽ የሆነ ስልታዊ እቅድ አለ
ረ. የድርጅታችን ስልታዊ አቅጣጫ ግልጽ አይደለም
5.2. ግብ እና ዓላማዎች
ሀ. ግቦችን በተመለከተ ሰፊ የሆነ መግባባት አለ
ለ. በድርጅቱ መሪዎች የሚቀመጡት ግቦች ትልቅ ነገር ግን
ተጨባጭ ናቸው
ሐ. ድርጅቱ ለማሳካት ስለሚያስባቸው ዓላማዎች የድርጅቱ
መሪወች በግልፅ አሳውቀውናል
ሠ. በተፃፉ ግቦቻችን መሰረት እድገታችንን ያለማቋረጥ
እንከታተላለን
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ይህን መጠይቅ ለመሙላት ስለተባበሩኝ አመሰግናለሁ!
ረ. ወደፊት ስኬታማ ለመሆን ለኛ ምን መደረግ እንዳለበት
ሰዎች ይገነዘባሉ
5.3. ራእይ
ሀ. ፋብሪካው ወደፊት ምን እንደሚመስል የጋራ ራዕይ
አለን
ለ. የድርጅቱ መሪወች የረጅም ጊዜ አመለካከት አላቸው
ሐ. የአጭር ጊዜ አስተሳሰብ ብዙውን ጊዜ የረጅም ጊዜ
ራዕያችንን ያስረሳናል
ሠ. ራዕያችን ለሠራተኞቻችን ደስታን እና ተነሳሽነት
ይፈጥራል
ረ. የረጅም ጊዜ ራእያችንን ሳንጎዳ የአጭር ጊዜ ፍላጎቶችን
ማሟላት ችለናል
ድርጅታዊ ባህል
ፈፅሞ
አልስማማ
ም
አልስማማ
ም
ገለልተኛ
እስማማ
ለሁ
በጣም
እስማማለሁ
ሀ. ዳሽን ቢራ ፋብሪካ ልዩ የሆነ እና የቤተሰባዊ ስሜት
ያለው ድርጅታዊ ባህልን ይተገብራል እንዲሁም
ይከተላል
ለ. ዳሽን ቢራ ፋብሪካ ሰራተኞች በውሳኔ
በማይስማሙበት ጊዜ ሀሳባቸውን በነፃነት
እንዲገልፁ የሚያበረታታ ድርጅታዊ ባህልን
ይተገብራል እንዲሁም ይከተላል
ሐ. ዳሽን ቢራ ፋብሪካ ሰራተኞች የተመደበላቸውን ስራ
በተገቢው እንዲያከናውኑ የቡድን ስራን
የሚያበረታታ ድርጅታዊ ባህልን ይተገብራል
እንዲሁም ይከተላል
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ሠ. ዳሽን ቢራ ፋብሪካ ኃላፊው እውቀት ያለው እና
በጥሩ ሁኔታ የሰለጠኑ እንዲሁኑ የሚያስገድድ
ድርጅታዊ ባህልን አለው
ረ. ዳሽን ቢራ ፋብሪካ አብዛኛውን ጊዜ የድርጅቱን ግብ
ለሰራተኞቹ ያስተላልፋል