Application of statistical Analysis to Core Cultural Values for Organizational Reforms: Challenges and Prospects.

Abstract

Statistics is a branch of mathematics that articulates facts and figures for decision making after strategic analysis. When applied to core cultural values, statistics could help to arrange and streamline priority areas of relevance in an organization. Such streamlined priorities are normally defined in vision and mission statements of the organization and designed to be part of the work-culture and core values that defines reform processes. Statistics therefore helped to trace the evolution processes and acceptable standards of the organizational culture either in tangible or intangible forms among team members. The stringent classifications of cultural traits in any organization are functions of the behavioural depositions of the workforce, clients and stakeholders in line with the ideals and philosophies of the organization. The way things are done here is peculiar to the way things are done there. That is the tenet of organizational culture, not any two are the same though organizations could be similar. However, the fingerprints that specifically identify the uniqueness of any organizational culture are in the application of statistics for the presumable co-mingling and thus bring out the typical biomarkers of the organization. In this study, the statistics of core cultural values of the Petroleum Technology Development Fund (PTDF) were aggregated, synthesized and analysed for organizational integration based on the core value needs of the Fund. Certain identifiable cultural traits were sorted, classified and marked as cultural obligations (terminators) while others were rated as assets for the enhancement of organizational high performances (enablers), meant to be adopted for decision making. Where there are challenges of cultural adaptations, the benefits are unquantifiable in dynamic reforms. This study is therefore useful for policy formulation and decision making in the oil and gas sector and for performance evaluation. Keywords: Organizational culture, Performance evaluation, Core values, Team work.