ASSESSMENT OF ORGANIZATIONAL CULTURE AND ITS

ADAPTABILITY BY EMPLOYEES: (A CASE ON COMMERCIAL

BANK OF ETHIOPIA (CBE) MALAWO BRANCH)

A RESEARCH PROPOSAL SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENT FOR BACHELOR OF ART DEGREE IN
MANAGEMENT

BY: ZINASH GENALE

ID NO:- 100415

ADVISOR:- BUSHETO (MBA)

JUNE, 2023

HAWASSA, ETHIOPIA
ABSTRACT
This study is designed to assess the organizational culture and its adaptability by employee in
commercial bank of Ethiopia malawo branch. The main objective of conducting this study is to
deal with the different problems related organizational culture to investigate the possible
relation between workers and managers. The relevant data were collected form primary and
secondary sources through the census survey method.Thetools of data collection were
questionnaire for employees and structured interview formanager oforganization. The
secondarily data were collected form published and unpublished materials which are available
in organization. The study population would be 42 employees and all of them were selected as a
sample. The data collected through questionnaire and interviews were processed through
descriptive analysis and were presented with tabulation and percentage.Finally conclusion
ismade and the possible recommendation was forwarded.

Key words organizational culture, adaptability and employees commitment

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 TABLE OF CONTENTS
ABSTRACT.................................................................................................................... i
Acknowledgment............................................................................................................. ii
TABLE OF CONTENTS............................................................................................. iii
INTRODUCTION.......................................................................................................... 1
1.1 Background of the study...............................................................................................................1
1.3 Research question...........................................................................................................................2
1.4 This study was answered the following question............................................................................2
1.4 Objective of the study..............................................................................................................3
1.4.1 General objective......................................................................................................................3
1.4.2 Specific objectives..................................................................................................................3
1.5 Significance of the study................................................................................................................3
1.6 Scope and limitation of the study.....................................................................................................3
1.8. Operational and conceptual definition of the key terms............................................................4
1.7.1 Operational definition............................................................................................................4
1.7.2 Conceptual definition..........................................................................................................4
1.8. Organization of the paper..............................................................................................................4
REVIWE OF RELATED LITERATURE...........................................................................5
2.1 definition of organizational culture....................................................................................................5
2.2 Elements of organizational culture.................................................................................................5
Many definition of organization culture has been proposed, almost all of them states that there are
different ingredient that constitute as the organization culture (nelson and Quick, 1997) Culture
involves there levels. These levels range from visible artifact and creation to testable values and even
precious basic assumptions......................................................................................................................5
2.2.1 Artifact and Creation (level one)................................................................................................5
2.2.2 Value level tow...........................................................................................................................6
2.2.3 Basic underlying assumption or norms (level three)...................................................................6
2.3 Dimension (characteristics) of the organizational culture..............................................................6
2.4 Types of organizational culture.......................................................................................................6
2.4.1 The bureaucratic or role colure...................................................................................................6
2.4.2 The power culture.......................................................................................................................7
2.4.3 Task or matrix achievement culture............................................................................................7

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 2.4.4. Personal or support culture........................................................................................................7
2.5 The role of culture in the organization...............................................................................................7
2.7 How leader manage culture...........................................................................................................8
2.7.2 Deciding what to measures and control......................................................................................8
2.7.3 Role modeling...........................................................................................................................9
2.7.4 Allocating rewards......................................................................................................................9
2.8 Employees commitment..................................................................................................................9
3. RESEARCH METHODOLOGY.................................................................................. 10
3.1 Background of the study area..........................................................................................................10
3.2 Research c design..........................................................................................................................11
1.3 Target population.........................................................................................................................11
3.4 types and sources of data.................................................................................................................11
3.4.1 Types of data............................................................................................................................11
3.4.2 Sources of data..........................................................................................................................11
3.5. Sampling procedure........................................................................................................................11
3.6. Methods of data collection...........................................................................................................12
3.7 methods of data analysis and presentation.......................................................................................12
3.8 Ethical consideration.......................................................................................................................12

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List of Table
Table 4.1 Personal Information............................. Error: Reference source not found
Table 4.2 Existing Culture On Living Style..............Error: Reference source not found
Table 4.3 Attitude Of Employees To Work Hard.......Error: Reference source not found
Table 4.4 attitudes of employees toward work performance....Error: Reference source not
found
Table 4.5 organization culture and its adaptability by employee.....Error: Reference source
not found
Table 4.6: impact of organizational culture on job......Error: Reference source not found
Table 4.7 differences of organizational culture with others.....Error: Reference source not
found
Table 4.8 rate of organizational culture................... Error: Reference source not found
Table 4.9 conflict on serious grievances.................. Error: Reference source not found
Table 4.10 regular meeting to coordinate departments on job. .Error: Reference source not
found
Table 4.15 interest of employee to stay in bank.........Error: Reference source not found
Table 4.12 advantages of supervisor to organization and employees>..........Error: Reference
source not found
Table 4.13 rule and regulations on employees’ activity Error: Reference source not found
Table4.14 salary compared with work loads.............Error: Reference source not found
Table 4.11 supervisor spend enough time to solve problem.....Error: Reference source not
found

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 CHAPTER ONE

INTRODUCTION
1.1 Background of the study

Organization culture is the concept a developed by research to explain the values, psychology
attitude, belief and experience of the organization. Generally speaking, it is viewed the shared
norms and values of the individual and groups within organization. Through this set of mutual
understanding , organizational culture control the individual interact with each other within
the organization as we as with customer supplier and the other stock holder existing outside
the boundaries of the organization (Steven Mc Can, 2005 ).

The topic of the organizational culture has been studied by the researchers from diverse field
Those are sociology and as well as applied displays such as management sciences and
organizational behavior have the offered their perspectives and what is . Although it might not
be possible of or one definition to suite all fields. There is general agreement among the
researches on various aspects of the organizational culture (Steven McCann, 2005)

The manager and executive with an organization have a significant on the culture because of
the role in making decision but they are not the only member of work community ,in reality all
employees contribute of the culture in the environment of the work place is the result of
weakness , strength , life experiences and education of in very one who is part of the
organization work force ( Steven McCann, 2005).

Since, organization culture involves shared expectation, values and attitude, its expert influence
an individual, groups and organizational process. For example, member is influence to be good
citizens and to go along. Thus, if quality customer services important in the culture then
individual are expected to adapt this behavior. Thus if on the other hand adhering to a specific
set of the producers in dealing with the customer is the norms then this types of behavior would
be expected , recognized and rewarded . Researchers who suggested and studied adaptability
of culture on employees indicate that in provided s and encourages by an organizational culture
is able to attract , develop and retain top quality employees because of the firm stability and
the pride identify that goal being a part of the Disney team ( Steven McCann, 2005)

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1.2 statement of the problem

In a completive environment it is challenging task to ensuring smooth and orderly function the
organization. Employee are most valuable to be coming enemies of the adaptability during the
on brooding process, a time when they are blank slates seeking to understand both an
organization informal culture and formal expectation .Yet organization obtain fail to address
adaptability during on boarding, leading to incorrect conclusion and a missed opportunity. When
an organization failed to address adaptability during on boarding, new employees may come to
understand whether accurate or nations revolve around fear of failure (mesh an and Glints, 1994)

Such a conclusion can be reached at the organization levels and draw during on boarding,
through a new employee’s predilection of organizational culture. One of the first experiences
with the larger organization to failure can easily be interpreted by new employees as disinterest
innovation and fear or failure .With their drive try to and to fit in to organization culture, not
saying anything about adaptability or experimentation during the on boarding process still
says something to new employee and the will be particular sensitive to the message, such as
conclusion at the individual level could be reached during on boarding or even in early work
interaction .

In instance, formally interaction with an agent of the organization (such as, an manager or on
boarding trainer) may convey expectation of an employee that them to support or even encourage
caution, rigidity and fear of future. Organization point of view different organization have
efficient service, delivery, mismatch between worker sill and new technology lack of finance
adapt new technology and when we see employees point of view of the organization gives high
priority relative, bank of the vertical and horizontal condition between employees (annual report
of commercial bank of Ethiopia ,1992).

1.3Research question
1.4 This study was answered the following question
 What is the existing culture of commercial bank of Ethiopia malawo branch?
 How much the existing employees are committed to the organization?
 What is importance of organizational culture for employees on the performance?

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1.4 Objective of the study
1.4.1 General objective

The general objective of this study is to assess the organizational culture and its adaptability by
employee in commercial bank of Ethiopia malawo branch

1.4.2 Specific objectives

The following points were the specific objectives of this study

1. To identify the existing culture in commercial bank of Ethiopia malawo branch

2. To find out the degree extent of employees adaptability to the organization
3 .To examine how organizational culture affects and guides the behavior of employees

1.5 Significance of the study

This study have a various importance for the research to have more and detailed experiences on
research and it enable other researcher to use it as reference for the further study.

It helps an organization to reduce the give problems through using solution that obtained from
this study. This study also helps new research organizations and the other concerned bodies.
For the concerned oldies its will help associates economic development though giving
recommendation on other draw.

1.6 Scope and limitation of the study

The study was delaminated methodologically, geographical and conceptual

Geographically, it was studied only in commercial bank of Ethiopia aleta wondo branch. And I
will not study overall the commercial banks of Ethiopia.

Conceptually, the research will focus only the assessment of organizational culture and its
adaptability by employee on commercial bank of Ethiopia and it may not represent the other
factor that affect commercial bank of Ethiopia aleta wondo branch. The other things are that
might get match information from the different branches through different sources. There for
this study will focused only commercial bank of Ethiopia in aleta wondo branch.

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1.7. Limitation of the study

This study has been some limitation on side of respondents, they may not have enough time to
give full information on the questionnaire that was given them.

- All respondents may not return all paper of the questionnaire

- Lack of professional experience of the researcher

1.8. Operational and conceptual definition of the key terms

1.7.1 Operational definition
Organizational culture: the values and behaviors that contribute to unique social and
psychological environment of an organization.
Cultural adaptability: it is having and adapting of an organizational culture with our
existing and new one form the other organization.
1.7.2 Conceptual definition
Organizational culture: is the set of shared assumption, values and norms that identifies
what the organization consider an important how employees donning and manage jobs.
Cultural adaptability: it is the ability to change to fit new circumstances and it is crucial skill
for leaders. Peoples of different culture and cultural important how employees doing and
manage jobs.
Cultural adaptability: it is the ability to change to fit new circumstances and it is crucial
skill for leaders, Peoples of different culture and cultural adaptability has become a
leadership imperative.

1.8. Organization of the paper

This study will contain five chapters. The first chapter were consist the background of the
study, the statements of the problems, the objective of the study, the cope the significance of
the study .Chapter two was deals about review of the related literature. Chapter three were
include a research methodology. Chapter four has been consisted data analysis and
interpretation. Finally, chapter five will contains conclusion and recommendation.

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CHPTER TWO

REVIWE OF RELATED LITERATURE

2.1 definition of organizational culture

According to NOE; (1996) culture is set of shared assumptions, values and norms that identifies
what the organization consider and important how employees in the doing manager should have.
Culture is the system of share values and belief that produce norms of behavior (Smirch, 1983).
According to Anglo kinkiness (1992), culture can be the style of dress they use jargons that are
suitable and used for the task of the organizations ways of doing things. It expresses social ideas
and beliefs that the organizational member come to share manifests in symbolic devices such as
myth, rituals, legends stores and specialized language. Mesh and Diclinous(2000), tried to
define the organizational culture in the way that the basic pattern of shared assumption
values beliefs governing the was employees within organization think about set on problems
and Opportunities

2.2 Elements of organizational culture

Many definition of organization culture has been proposed, almost all of them states that
there are different ingredient that constitute as the organization culture (nelson and Quick,
1997) Culture involves there levels. These levels range from visible artifact and creation to
testable values and even precious basic assumptions.

2.2.1 Artifact and Creation (level one)

Artifact are the organization visible structure and process they are what the observer as see,
hear and feel about in organization ( Wrightnose,2=1996). This includes an organization
physical environment, its technology and products that employees dress behavior toward one
another stores they tell about organizational and its leaders. Mesdames nag Glico ( 2001) define
artifact at the“ the observation symbol and sign of an organizations culture including its
physical structure ceremonies, languages and stores “ personal enactment is the behavior that
reflects the organization culture through the examination of behavior that reflects the
organization culture through the examination of the behavior that reflect the organizations
culture .

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2.2.2 Value level tow
Value is things that the members of an organization collectively see as important and with
consequently tend to guide their behavior Sandler (2002). Every organization has a distinctive set
of the values spoken and un spook, which any guide how people interest in the organization
. Although there might not always be universally accepted set of standards, nevertheless most
of the people working in the organization see the have pert good idea of what the culture at
large considers important many or the is values, standard s seem from the words and deeds of
the management in their day to day operation ( Singh and chbahar, 2002)

2.2.3 Basic underlying assumption or norms (level three)

This is at the core deepest level of an organization culture. According to ( Wright and noel ,
1999) basic underline assumption defined as “ shared views that are taken for guaranteed
and considered as on negotiable . The members of the organizational may not be aware
of their assumption and may not be unwilling or unable discusses them or change them
( nelson and quick 1998 ).

2.3 Dimension (characteristics) of the organizational culture

Organizational culture has its characteristics dimensions that are interdependent on each other.
The presence of this dimension used to understand the organization culture. Moreover, culture
should have distinct characteristics that can be defined and measured. When we combine and see
this dimension and use for the differentiating one organizations culture for mother (Robbins,
1995).

2.4 Types of organizational culture

According to sandier (1998) culture can be categorized in to four different aspects. These are
described below:

2.4.1 The bureaucratic or role colure

This organization has formal structure and operated by well-established rule and procedures job
description. Definite task for each person job and procedure and established for many work
routines, communication between individual department and settlements as disputes appeals.
Members of the culture are “to do things right but not necessarily in do right thing, the
organizational structure defines authority and responsibility to individual manners.

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2.4.2 The power culture
The powerful individual at the center who controls all resources and makes all decision
dominates. The members of this culture organization with such culture can achieve
outstanding performance of for a time as long as the source of power has strength sense of
direction exercise sound judgment make the right decision behave with integrity and wins
loyalty form the other.

2.4.3 Task or matrix achievement culture

On these culture there is no dominant or clear particular concern in this culture is to get the job
done. There for who are paramount are the experts with able to accomplish a particular aspect of
the task organization power over distributed to employees up on competence and experts. So
there will be high job satisfaction the value will include the achievement.

2.4.4. Personal or support culture

This type of culture is formed in an organization whose purpose is to serve the interest of the
person or individual with in it. This individual is very important and the organization culture and
system are designed to facilitate and support the work individual with earns.

2.5 The role of culture in the organization

Organizational culture plays important role in the organization it has a culture that meet its
operating environment. According to sign and cobra (2000), culture casernes to critical function
in the organization. The first role is creates internal integration in the organization. In addition,
it shows acceptable and what is not acceptable behavior in organization is. This lead them
collecting identify and know how to work together effectively to meet the organization
objectives and response rapidly to customer needs and the moves of the computation. Finally the
organization culture can act as a boundary that differentiates one organization form the other.
This may encourage employee’s sense of identity. If it is strong accept by numbers it generates
commitment to the organization and can act as a rule and regulation control mechanism. Because
this is not like a written rules and regulation rather if it is mind rules benefit that performance
people to behave (Robbins, 1999)

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2.6 The dimension of culture difference among nation

Organizational Culture has dimension that different one organizational culture form the others
national culture. These dimension can be used a method for describing culture. In terms of five
dimension (Neel Wright, 1999). Individual collectivism: the degree to which people act as
individual rather than as member of group. The in structure that emphasize individualism people
are expected to take care proud our personal accomplishment in a culture where collectivism is
strongly people are expected the look after the community and they are expected to get support
from the community when the need it. Uncertainty avoidance: describes the degree to meet
people preferred in structure rather than unstructured situation. A culture with strong uncertainty
avoidance, favors structure situation. These types of culture socialize people to seek security
through clear rules form to act. On the other hand in a culture with the work uncertainty
avoidance, people copy not warning to much about the future they are flexible and take each day
as it comes.Long and short term orientation: This describes the degree to which culture focus on
the future rather than past and present. Culture with long term orientation such traits as thirty as
persistence. They can be a wise of where people from specific country tend to fall a long
each dimension preparing them for the cultural difference that are likely when working
people from those country .

2.7 How leader manage culture

Managing organizational culture is difficult because managers well as non-managers employees
are part of it and share its assumption. However, this task in not optional if managers are
interested in organizational behavior. Rather managing culture is necessary part of leading in
the world of ( Schien , 1996) leader do not have a choice about whether or not tocommunicate
( culture contain ) they only have a choice about how much to manage what they
communicate”

2.7.2 Deciding what to measures and control

Employees are acutely of what their bosses measure and control workers who get paid by
piece will care about how much they produce or if the vice presidents routinely focuses on costs
when evaluating a proposal, people planning it will speed a lot of time estimating costs.
Employees are effected when the both in consistent in such causes, they devote a lot of general

8
to predicting what will be measured and trying to figure out the bosses motivates ( Wright and
noel,19992 ).

2.7.2 Reaching to crisis

During crisis emotion runs highly as peoples strive to resolve the crisis and reduce their on
anxiety , they notice how the organization leaders behave more than at other times employees
are recites to information about underlying assumption consequently, crisis are important times
for creating and transmitting organizational culture . The types of culture influence not only
how leaders behave but what they define as a rises in first place ( Wright and noe ,1995)

2.7.3 Role modeling

In organizational culture role models who embody the attribute are known as her soles of
curses, this needs not be managers. The organization myths and legend tell of remarkable deeds
by the organization heroes not be manager in which their behavior expiries a value or underlying
assumption of the culture (conger, Patrick Noel, 2005)

2.7.4 Allocating rewards

Organization has many ways to rewards employees Favorable performance appraisal pay
increases, promotion, bonus, a reward and praise. The criteria for allocating rewards provide
employees with information about the organization culture. Managers consequently an in
consequently disseminate values by choice s they make to reward and how generously to reward
it (Wright and noel,, 1995)

2.8 Employees commitment

The most widely accepted and used definition for commitment is that of porter, stress Monday
and Boolean( 1994) which state that commitment the relative strength of individual identification
and involvement in a particularorganization “ Accordingto specter ( 200) three psychologically
factors describe commitment

 An acceptance of the organizations goals and values

 Willingness to work hard for the organization

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 CHAPTER THREE

3. RESEARCH METHODOLOGY

3.1 Background of the study area

Malawo is the one of the woreda of Sidama region zone. There is commercial bank of
Ethiopia in this woreda which was established in 2003 E.C and it is known as commercial bank
of Ethiopia Malawo branch. This woreda is far 186 km from our capital city, Addis Ababa.
This means top level manager in the commercial bank of Ethiopia aleta wondo branch, there is
total 42 employees and managers. This branch has its own mission, vision and values.

Vision

To become a world class commercial bank by the year 2025

Mission

We are committed to best realized stake holders nee though enhanced financial inter mediation
globally and supporting national development priorities by developing highly motivated skilled
and disciplined employees as well as state of the art technology we strongly believe that
coming the public confidence is the basis of our success.

Organization corporate values

 Integrity
 Customer satisfaction
 Employee satisfaction
 Learning organization
 Team work and collaboration
 Public trust
 Value for money
 Decentralization
 Corporate citizenship

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3.2 Research c design
The researcher was used descriptive types of research. Because of descriptive study under taken
in order to ascertain and able to the properties of variable of interest in situation. Quit frequently
will be undertaken in the organization to describe the properties of a group of employees. And
also to understand the characteristic of the organization that follows certain common practices.

3.3Target population

Target population of this study was all employees and managers of the organization in
commercial bank of Ethiopia in aleta wondo branch. Total population in this organization was
42. The researcher was used censuses survey method, because of the small numbers of the
employees.

3.4 types and sources of data

3.4.1 Types of data

The researcher were used both qualitative and quantitative types of data for this study

3.4.2 Sources of data

To conduct this study the researcher was used both primary and secondary sources of data.
Primary data source has been collected from respondents through distributing questionnaire,
asking interviews that either written or oral. Secondary sources of data were gathered from the
documented data about the organization which is published and unpublished materials records
and documents of the organization.

3.5. Sampling procedure

To determine the study the researcher were uses only census survey methods due to small
number of total population. There for, no need to take either probability or non probability
sampling method. Total population in the organization was 42.

3.6. Methods of data collection

There are different methods or tools of data collection. For example interview focus group
discussion, books questionnaire and observation. But for this research, the researcher will use
both close ended and open ended questionnaire and unstructured interview to collect data. For
open ended questionnaire the respondents were asked to support their own judgments and for

11
close ended questionnaires the respondents were asked to select their own answer for the given
list.

3.7 methods of data analysis and presentation

After the finishing the data collection, the researchers will organize and analyze the data
through descriptive methods. Using this method the data has been collected by questionnaire
and interview was parts through the process of coding and editing the edited data were
summarized from the statements percentage and tabulation. In addition to the analyze part in
cooperates in percentage. Finally, the result of the analysis were interpreted or presented
correctly.

3.8 Ethical consideration

To carry out the study, the researcher was communicating with many respondents. Thus the data
was collected to be kept confidentiality and exclusively used for only academic purposes. The
researcher will be informing to the respondents the content and the aims of the study prior to
administration any instrument.

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