Organizational Culture and its Relationship to Organization Performance in Ghana Education Service Head Office – Accra

Abstract

The culture of an organization reflects its performance. Stakeholders who are direct beneficiaries of the Ghana Education Service have often complained of receiving poor service delivery from the organization. Using the Head Office of the organization in Accra, the researcher investigated whether the organization's culture had any relationship with the performance. With both interviews and questionnaires, core areas of the organization such as: Mission, Ethics andAccountability, External Environment, Strategic Planning and Management, Organizational Structure, Leadership and Management, Human Resource Management, Internal and External Communication, Financial Management, Evaluation and Performance Management and Information Technology were assessed. Five divisions of the organization were used for the study. The findings of the study were that the existing culture does not mirror the preferred culture; it was also established that the organization's culture and performance have a mutually reciprocating relationship. The study showed that the current level of performance could be improved if support systems in the area of finance, staff and technology are enhanced. Furthermore the organization should encourage shared leadership and give credit to others when they do the right things. Staff need to be trained in information technology so they can be current in the use of the technology.
 Keywords: Organizational culture; Organizational performance; Organization development.