Gap Analysis of Organizational Culture and Performance in Valley View University, Ghana

Abstract

Every organization has its own culture, regardless of region, country, or sector. This culture is dynamic, which is usually created within the organization. What is ideal, however, is how such cultural changes can be managed to influence a company's performance and effectiveness, its employees' morale, and productivity, and its ability to attract, motivate and retain talented people significantly. This is a theoretical analysis of the organizational culture and performance at Valley View University. The study employed four cultural models to analyze the existing corporate culture in the University to determine the gap. The study revealed that the external models, which are adhocracy and market cultures, best describe the cultural practices of the University, and they are less effective in the use of the internal models, which are the clan and hierarchy cultures. Nonetheless, the University appears to be interested in employee development, which is cost-driven and has relaxed in its income-increasing strategies due to the inappropriate review, monitoring, and cultural implementation. In practice, some critical decisions do not involve the employees and students. The University focuses on standards, rules, and regulations but not on efficiency. The study concludes that although the University has spent more on some changed cultures, little is earned from them, hence, the financial challenges which have resulted in the retrenchment of some employees, employee and student apathy, and the teaching out of some programs, and the eventual closure of some centers. Therefore, a change of organizational culture not well thought through and managed adequately is worth remaining unchanged