The paper “ Organizational Culture and Climate at HCT” is a perfect example of a case study on management. The ability of the employees to coordinate their efforts and skills depends on the organizational context, which in return is dependent on the organization’ s culture. The report submits that HCT’ s management is centered on the correlation between organizational culture and quality management. Hence, to effectively implement its quality educational management programs, HCT’ s organizational culture has to align the needs of the quality education program and that of the quality management methods.
It also needs to shape the organization’ s culture to integrate its quality management programs. Indeed, studies have established a strong correlation between organizational culture and quality, and that quality management concept offers a structure for institutional actions and behaviors (Vettori et al. 2007). The purpose of the report is to understand the culture of Higher Colleges of Technology (HCT) and to capture the opinions of the employees on the same. An overview of organizational culture and climate Culture is defined as an arrangement of divergent attributes that portrays the values, practices, and attributes of an entity, as well as distinguish the entity from the other.
Aycan (1084-1085) described culture as the collective thinking of minds that create a difference among a particular group of people. According to Nyambegera et al. (640-642), culture is a set of behaviors and values that are regarded as capable of guiding success. Taking on this perspective, organizational culture is seen as consisting of an organization’ s norms and values that characterize members of the organization and the organization itself. Overall, the employees’ ability to synchronize their efforts and skills depends on their interpersonal skills.
However, it may also depend on the organizational context. The organizational context in return is dependent on the organization’ s intangible resources such as the organization’ s culture (Shahzad et al. 976-980). Overall, organizational culture broadly consists of the traditions, norms, and values of an organization. It defines the traditional and customary conducts and practices that are shared to a less or greater extent by all members of the organizations and which the new staff has to learn and adapt, so as to be accepted mentally or physically within the organization (Shahzad et al.
976-980). Organization culture at HCT The culture at HCT is based on cognitive systems that define employees’ values, overall attitudes, as well as how they make decisions. HCT’ s organizational culture is generally a developmental culture, as framed by Denison and Spreitzer‘ s (3-7) in classifying forms of organizational cultures and controls within institutions. The developmental culture is relatively externally-oriented and flexible. Additionally, it is focused on creativity, growth, and innovation. HCT is relatively flexible in its approach. Similarly, it is externally oriented towards the larger society and business community. Three other forms of organizational culture that characterize that of the institution include the rational culture, group culture, and hierarchical culture, as indicated in Figure 1. Figure 1: Forms of organizational culture at HCT A study conducted by Al-Hammadi (112-124) showed that developmental culture and group culture are essential for quality management in education.
Irani et al. (643-644) also established that hierarchical culture and rational culture have significant influences on the implementation of quality practices, specifically those related to the application of tools for quality control and quality management methods.
However, since HCT is more focused on ensuring quality assurance rather than quality control, the hierarchical culture and the rational culture have no influence on the implementation of quality educational practices employed by HCT.