This paper tries to investigate the relationship of the existing and preferred organizational culture with an assumption that, “there is no significant relationship between the existing and organizational culture of Tanza National Trade School.
The study has taken different type participants such as: Administrator – participants and the teacher – participants with a purposive random sampling of two (2) administrators and 10 teachers coming from the Humanities and Social Science Department of the Senior High School of Tanza National Trade School using the adapted survey questionnaires from Roger Harrison (2014), a standard test for organizational culture was employed in this study.
Specifically, the study also attempts to answer the following questions: 1) What is the existing and preferred culture of the Tanza National Trade School?; 2) Is there a significant difference between the existing and preferred culture of the Tanza National Trade School?; and 3) What are the strengths, weaknesses, opportunities and threats (SWOT) present in the said institutions which influence the existing and preferred culture?;
Result and findings of the said study, “power” was dominant attributes to the administrator while for faculty members the most existing organizational culture are “power” and “achievements”. With regards most preferred organizational culture, for administrators, achievement and support and for faculty members the most preferred organizational culture is achievement.
For the testing of the hypothesis, study shows that there is significant difference between the preferred and existing organizational culture of administrators and faculty members as indicated by 24.462 chi square with .004 P-value. Thus, the null hypothesis that, “there is no significant difference between preferred and existing organizational culture of administrators and faculty members” is rejected. This result implies that the administrator and the faculty have their “wishes” attributes in their existing culture. That somehow might have a relationship with the leadership and the performance of the administrators and the faculty.
INTRODUCTION
Through all out the era when human learn to build different organization, it was a great aim to find methods to preserve the organization. Studies from the various perspective find different method to search links between the leadership styles of head or administrators, employees and organizational culture which could give a better working atmosphere.
Public Schools like, Tanza National Trade School (TNTS) is now in the lime light of success, highest budget is given to create favorable educational atmosphere in the Philippines. However, government funds will be wasted if an organization like school could not do anything in rehabilitating itself to provide a better world for learning.
Unfortunately, dozens of studies show the evaluation of the different schools and industries yet only few dares to rehabilitate them. Restoration also known as rehabilitation which means to rebuilt into its original form, this is also means restore to its good condition of good health, ability to work, or the like. It is also mean to restore to good condition or management. This is the aim of this study. Primarily because education is in danger and could hinder its lime light of success, once not treated.
Hence this paper will investigate the relationship of the organizational culture and the administrator’s leadership to the employees’ job satisfaction and performance. However, success might not only in the accessible to all idea, but it is how people feel happy and satisfied in organizations which lead them to better performance. This is how the author came up to this study. This is a critical analysis on the organizational culture of Tanza National Trade School on the preferred and existing culture.
RESEARCH PROBLEM
Primarily, this study’s main research problem is to determine the relationship between the existing and preferred organizational culture of Tanza National Trade School. Specifically, the study also attempts to answer the following questions:
1. What is the existing and preferred culture of the Tanza National Trade School?
2. Is there a significant difference between the existing and preferred culture of the Tanza National Trade School?
3. What are the strengths, weaknesses, opportunities and threats (SWOT) present in the said institutions which influence the existing and preferred culture?
4. What developmental plan can be proposed to meet the difference between the culture that is in the organization and preferred or also could the “dream” culture of the Tanza National Trade School?
OBJECTIVE OF THE STUDY
This study primarily aims to:
- Determine the existing and preferred culture of the Tanza National Trade School through a purposive random sampling 10 teacher - employees and 2 administrators/school heads.
- Determine the significant difference between the existing and preferred culture of the Tanza National Trade School
- Determine the strengths, weaknesses, opportunities and threats (SWOT) present in the said institutions which influence could be influence of the existing and preferred culture
- Develop a plan can be proposed to meet the gap between the existing and preferred culture of the Tanza National Trade School?
THEORETICAL FRAMEWORK
This study was anchored on the assumption of prominent theories: Level of Culture (Schein, 1988); Strong and Week Culture (Janis, 1972), and Leadership (Schein, 2004).
Level of Culture
Edgar Schein (1988), the protagonist of the Organizational Culture who implements the functionalist view and described organizational culture as a form of basic assumptions of the present and the “dream” culture of the certain institution. This was invented, discovered, or developed by other group who also very attracted with the said study, as it studies to manage with the challenges of external adaptation and internal integration, of the said study. It has found out to work well, enough to be considered binding and effective, hence it is to be taught to have a relationship between the variable in this learning.
In Schein’s (1988) model, culture exists on three levels: Artifacts, Values and Underlying assumptions. Based on the study artifacts can be considered as hard to identify and the attributes in the organization that can be detected or seen or with the other senses as an individual who involve himself to a new culture its up too. Another is the Values which is the level that deals with the advocated goals, ideals, norms, standards, and moral principles. This level is usually measured through survey inquiry form. Schein’s point of view that the heart of an institutional culture lies in the third and last levels which is called the fundamental expectations. This talk about the different spectacles that is left unknown. In this level Information is gathered by observing behavior found in the organization.
Strong Culture and Weak Culture in an Organization
Alignment to organizational values can be considered as criterion to a strong culture. Strong Culture is when a staff respond accordingly. In this type of environment everyone works everything well. Contrarywise, weak culture is when there is little alignment with organizational values, which control is a must to be exercised.
Several studies show that organization’s strong cultures must be the result of clear values that provides the employees to have the opportunity to embrace it. This culture must be beneficial to everyone in an organization. Studies indicates that organizations may stem from the following benefits: a) Alignment of the people working towards the company’s vision, mission, and goals, b) High motivation or drive for the people in the organization and loyalty, c) team work, d) steadiness and inspiring management and the ability to manage the people within the company and e) forming or shaping behavioral work attitude of the employees, to enable the organization to be more efficient.
Organizational Culture and Leadership
In his book Organizational Culture and Leadership, written by Edgar H. Schein, there are two sides of the same coin: this is Culture and leadership which leaders first create cultures and then later create groups and organizations. We can say that culture exist if this leader determines the standards for leadership and also govern who will or will not be a leader in a certain company. Unfortunately if the element of the culture becomes useless or unable to work, it is by its leaders’ method on how to save the dying system or organization. The important thing is that for leaders should know how to save their organization. Hence, we can say that cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead.
DEFINITION OF TERMS
Preferred Culture. The dream culture of both administrator and teacher employees in their organization.
Existing Culture. The present culture of the Tanza National Trade School.
Participants. The 10 teacher – employees and 2 head – teachers in the Senior High School who are randomly selected from the 20 teacher – employees of the Humanities and Social Sciences Department. (HUMSS).
ORGANIZATIONAL CULTURE IN TANZA NATIONAL TRADE SCHOOL
Based on the perceptions of the Senior High School Teachers and Department heads. Using the Edgar Schein’s Study
This study will be conducted at Tanza National Trade School located at Paradahan 1, Tanza Cavite. Tanza National Trade School is a public school for trade and industries and was established way back 1974. At the moment the school has more 200 teachers, in which dominantly comprised of TVE teachers that occupied almost half of the total population and 70 teachers from the Senior High School Department which also divided in the 5 Track, Humanities and Social Science (HUMSS), Science Technology and Mathematics (STEM), Accounting and Business Management (ABM) and Technology Vocational and Livelihood (TVL).
Descriptive correlational method of research was employed to describe and analyze the socio demographic profile of administrators and faculty members of Tanza National Trade School – Main Campus. As mentioned, the primary aims of this study is to determine the existing and preferred culture of the Tanza National Trade School through a purposive random sampling 10 teacher - employees and 2 administrators/school heads; determine the significant difference between the existing and preferred culture of the Tanza National Trade School; determine the strengths, weaknesses, opportunities and threats (SWOT) present in the said institutions which influence could be influence of the existing and preferred culture and develop a plan can be proposed to meet the gap between the existing and preferred culture of the Tanza National Trade School. Due to time constraint purposive random sampling technique was used in selecting administrators and faculty members as participants of this study. Adapted survey questionnaires from Roger Harrison (2014), a standard test for organizational culture was employed in this study.
Existing Culture in TNTS
For administrators the most dominant existing organizational culture is power while for faculty members the most existing organizational culture are power and achievements.
This suggests that the administrators assume that they are powerful enough to be followed by others through giving of directives and instructions which are their main duties and responsibilities. They are the ones who provide change and create the culture as according to Maleka, Kambuwa, and Karodia (2015), administrators existed first before the employee joined the organization, which the latter is bounded to continue the organizational culture and follow the bosses for them to be retained in the organization.
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