Culture, change, corporate culture, organisational culture, organisational change, organisational members, resistance to change, change management, staff members, FNB Namibia, bank
Change is relentless and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change
Full Text : PDF
- Aiman-Smith L. (2004). Short summary: What Do We Know about Organisational Culture. [Online], Available:http://peoplemanagement.xgsldc.wikispaces.net/file/view/Aiman-Smith_short_overview_culture.pdf, [28 March 2011].
- Brown D. R and Harvey D. (2006). An experimental Approach to Organisational Development. 7th Edition, New Jersey. Pearson Prentice Hall.
- Bennebroek Gravenhorst, K. M. (2003). A Different view on Resistance to Change. Paper for Power Dynamics and Organisational Change IV. Symposium at the 11th EAWOP Conference in Lisbon, Portugal, 14-17 May.
- Goetsch, D.L. and Davis, S.B. Quality Management for Organisational Excellence, 6th International Edition, New Jersey. Pearson Prentice Hall.
- Johnson, G., Scholes, K. and Whittington, R. (2006). Exploring corporate strategy. Text and Cases. 7th Edition, Harlow. Pearson Prentice Hall.
- Lynch, R. (2000). Corporate Strategy. 2nd Edition, Harlow. Pearson Prentice Hall.
- Michalak, J.M. (2010). Cultural Catalysts and Barriers of Organisational Change Management. A Preliminary Overview. Journal of Intercultural Management vol. 2, no. 2, November, pp.26-36.
- Ndara, D. (2009). The Implementation of Strategic Decisions at the Social Security Commission in Namibia. M-Tech Dissertation. University of South Africa.
- Kotter, J.P and Schlesinger, L.A (2008) Choosing strategies for change. Harvard Business Review, vol. 86, no.7/8. July-August, pp. 130, 132-139.
- Robbins, S. P. and Coulter M. (2002). Management (Activebook), 7th Edition. New Jersey. Pearson Prentice Hall.
- Robbins, S.P., Judge, T.A., Odendaal, A. and Roodt G. (2009). Organisational Behaviour: Global and Southern African perspective, 2nd Edition, Cape Town. Pearson Prentice Hall.
- Saran, A., Serviere, L. and Kalliny, M. (2009). Corporate culture, Organisational Dynamics and Implementation of Innovation: A conceptual framework. Asian Journal of Marketing, 3 (1), pp.10-19.
- Schein, E. H. (2004). Organisational Culture and Leadership, 3rd Edition. San Francisco. Jossey-Bass Publishers.
- Susanto, A. B. (2008). Organisational Readiness for Change: A Case Study on Change Readiness in a Manufacturing Organisation in Indonesia. International Journal of Management Perspective, vol. 2, no. 1, pp. 50-62.
- Zhou-Sivunen, P. (2005). Organisational culture impact in ERP Implementation in China. M.Sc. Thesis in Accounting. The Swedish School of Economics and Business Administration.