Browsing by Author "Zeleke, Befekadu Ato)"

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    An assessement of organaizational culture and Performance of Oromia bureaus
    (Addis Ababa Univerisity, 2010-06) Tesemma, Desta; Zeleke, Befekadu Ato)
    Public sector reform programs implemented across Afhca, including the World Bank 's "first " and 'second" generation reforms, are based on the assumption that all public organizations are inefficient. This study with the particular pwpose of assessing the organizational cliiture and peljormance of Oromia bureaus, however, argues that this assumption is problematic and has had significant implications for organizational change policy. By failing to recognize that not all public organizations peljorm poorly and to consider the specific situations of organizations, policy makers may ignore any potential lessons that could have been learnt /i'om the experiences of organizations that have managed to peljorm ~ffectively under the same social, political, economic and organizational environments, and public-sector change policies that could have been tailored to specific organizations. The study survey 10 Oromia bureaus classified as the good and poor performers using descriptive survey research method and both quantitative and qualitative data gathered /i'om 223 respondents and 10 interviewees through questionnaire and interview respectively. Based on these data, the study analyzed the characteristics of poor and good peljorming bureaus using both descriptive and inferential statistics in identifying the organizational culture and peljormance differential of the two types of organizations. In these processes, the study found that good and poor performing bureaus in Oromia were significantly different in respect of the current core organizational culture type, recruitment practices, employee recognitions and sanctions, remuneration, leaders' consistency in exhibiting behaviors required of employees, employees' commitment to the organization and cooperative team working. To the extent that the characteristics of an organization determine the organization's culture and peljormance, the findings results suggest that different organizations- even those in the same region and/or in the same sector often have different culture(s) and peljormance which is may be partly allributed to differences in the core organizational culture type, employees recruitment procedures, recognition and sanction as well as incentive systems, leaders ' behavioral nOrms and actions, and to differences in the employees commitment and cooperative team working. And, creating effective public sector organization requires taking situations in the specific organizations into consideration andfocusing on those internal and external variables, in which the two groups of organizations differed, rather than one-size:fits-all approaches or solutions.