Thesis Complete For Real

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT
Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
Few aspects of organizational behaviour has been greatly influenced by its
sociological and psychological nature and used for understanding Organizational Culture.
It was dominated by various researchers in mid 50s when psychologists showed a micro
aspect; by 80s the view point shifted to various theories and inference was drawn from
these behavioural and situational aspects. Soon in 90s scholars realized that too much of
attention was paid to behavioural aspects than organizational. Thus, the paradigm shifted
to Organizational aspects which required the collaboration of sociological, psychological
and organizational scholars developing a multidisciplinary field (Porter, 1996; Schein,
1996). This perhaps gave rise to the concept of Organizational Culture.
The concept of culture has been centered to anthropology and researchers have
defined it in distinguished manner. Since then it has been incurring importance in the
field of organization which is an outcome of performance shown by the employees and
person while working in coordination with one another. Culture is how organizations do
things'. It is consistent, observable patterns of behaviour in organizations (Katanga,
2013). Aristotle said, We are what we repeatedly do. This view elevates repeated
behaviour or habits as the core of culture and deemphasizes what people feel, think or
believe.
It also focuses our attention on the forces that shape behavior in organizations.
Therefore, it has been defined as Culture that is expressed and transmitted through
artifacts, stories, myths, and symbols (Martin, 1982; Siehl& Martin, 1981; Wilkins, 1980;
Pettigrew, 1979) which is prevailed in different people working in an organization.
Often people seem to carry different behavior depending on the situations. This
makes it important to understand managerial role, work disparities, work cooperation
among individuals. Although, workplace cooperation is manifested in members
willingness to work with each other it becomes necessary to know the aspects that are
affecting the behavior pattern of individuals. Some researchers believe behavior as a
function of person and environment (Lewin, 1935) and some believes that either personal
characteristic as perception, values and beliefs or situational characteristics, time,
circumstances and influences of the behaviour pattern.
Recent studies shows that organizational culture has a vast effect on the
organizations. Having established that organizational culture comprises a range of
complex social phenomena, it is not surprising that scholars have identified corporate
culture as a multi-layered construct which can be divided into layers according to these
phenomenas observability and accessibility. The organizations internal environment is
represented by its culture and is construed by the assumptions and beliefs of the managers
and employees (Aycan et al., 1999).
Organizational culture refers to what is usually done on a certain society or
organization. Every organization has its own established culture, were it is always been
there wherever an organization exist even before it is recognized.
Background of the Study

The research was an assessment based on the organizational culture of the school
organization. It is necessary to conduct researches about the organizational culture of an
organization through an assessment of certain parameters. These parameters includes age,
gender, year level and position of the members in the organization. It is very essential to
have an assessment prior to the organizational culture that develops or exist in the
organization. This is to know what organizational culture that should be imposed and how
they will take care of their members in a way that their members are motivated to help
organization reach their goals together no matter what happen.
The study was done by six students of Office Management Technology (OMT 3) of
Philippine Association of Student in Office Administration (PASOA) at Polytechnic
University of the Philippines-Taguig. The researchers conducted the study to have an
assessment on the organizational culture of the students of PASOA.
Theoretical Framework
Organizational culture is a communicatively constructed, historically based system of
assumptions, values, and interpretive frameworks that guide and constrain organizational
members as they perform their organizational roles and confront the challenges of their
environment.
The significance of the concept of culture for organizational theory. This
demonstrates that the concept of culture takes organization analysis in several different
and promising directions. The culture concept has been borrowed from anthropology,
where there is no consensus on its meaning. It should be no surprise that there is also
variety in its application to organization studies. The differences in approach to the
organization culture relationship are derived from differences in the basic assumptions
that researchers make about both "organization" and "culture."
The development of the concept of organizational culture was quite polemic, contrary
to what occurred with other theoretical constructs, such as organizational climate, for
example (Reichers & Schneider, 1990). Surveying the studies on organizational culture,
Reichers and Schneider show that the concept of organizational culture is borrowed from
basic social sciences mainly anthropology and sociology, as well as from psychology
unlike the concept of organizational climate, which is the product of research conducted
into organizational psychology.
Conceptual Framework
Organizational
Level
Individual Level
Intrinsic
Environment
Extrinsic
Environment
Values and
Developing
Beliefs
Organizational
Culture
Global Influences
Figure 1.1: Conceptual Framework of Organizational Culture

The model defines four aspects namely Organizational Level, Individual Level,
Intrinsic Environment and External. In organizational level, officers has to play a very
vital role who communicates about mission, vision and values of the organizations. Since,
the individual enters to an organization with mixed feelings whether he will be able to
confine himself to the surroundings and flourish his talent or has to struggle for making
his identity. This individual is also not aware about the past of organization and thus, has
to be communicated by his immediate leader and peers. This makes him develop an
image of the organization he is going with. The role of officers should be such that they
communicate the motive of organization and direct the workforce to coordinate activities
to attain the overall objective of the organization.
But at Individual Level, a person is influenced by various characteristics that
guide his behavior in the speculated period. An organization is built of these individual
which carries diverse values, beliefs and form the assumption pertaining to their beliefs
which guide their behavior pattern.
For example two individuals can form different views about their manager. To
one, manager seems to be supportive and on the contrary the same manager looks like a
Hitler to other individual. Hence, both individual behaves differently with the same
manager, one can consider managers instructions as his guidance for achieving the
success and always looks to be self-directed and motivated whereas the other views his
instructions as orders which if not fulfilled makes the subordinate liable to punishment.
Therefore, this individual shows the negative attitude.
Individual is influenced by his values and belief and thus, formulates perceptions
about persons, objects or surroundings which influences an individual to show different
behavior patterns depending on its intrinsic or extrinsic environment. Finally, the
behavior of individual which is influenced by Internal of External fluctuations formulates
the Organizational culture.
Officers should focus to align the activities by understanding the behavioral
dynamics of individual and motivate them to showcase collective behavior in order to
support workplace cooperation to build organizational culture. Looking across the
intrinsic environment it becomes necessary to motivate an individual to work collegially
in a team. Thus, motivating workplace cooperation which has been conceptualized as the
willful contribution of employees to succeed in the completion of interdependent tasks
(Wagner, 1995: 152). A person with high temperament to display his collective behavior
and cooperate with others associates him to mutual benefit, shared goals, shared benefits
and a team player, while a person with low temperament towards collective behavior will
place priorities to self-goals, own benefits and therefore, shows individualistic behavior.
Statement of the Problem

1. Profile in terms of
1.1.
Age
1.2.
Gender
1.3.
Year level
1.4.
Position in the organization
2. How do the respondents perceive their organizational culture?
3. Is there a significant difference on the assessment of organizational culture of the
respondent whom grouped according to their profile?
Hypothesis
There is no significant difference between the mean profiles of the respondents in terms
of age.
of gender.
of year level.
of position in the organization.
There is no significant difference between the respondents assessments of organizational
culture whom grouped according to their profile.
Scope and Delimitations

The study is descriptive in nature and focused on the students of Philippine Association
of Student in Office Administration (PASOA) at Polytechnic University of the
Philippines-Taguig as respondents. The research sample is composed of seventeen (17)

first year office administration students, fifteen (15) second year office administration
students, twelve (12) third year office administration students, nineteen (19) fourth year
office administration students, twenty-one (21) first year office management technology
students, eleven (11) second year office Management technology students, and ten (10)
third year office management technology students
The research was based on the answers of the respondents by applying survey as an
instrument for gathering data. Their answers was based on what they believe and follow
in the organization. It focused on answers of the respondents as variables in interpreting
their perspectives in organizational culture. This also focused on the respondents
perceptions with regards to their profile.
The study delimited to certain number of respondents (probably 35% of the total
population of PASOA) from first year to fourth year office administration respondents
and first year to third year office management technology respondents.
Significance of the Study

The question can therefore be asked- what are the right cultural values that should be
re-enforced within the organization.
This research will help the members, committees and officers of Philippine
Association of Students in Office Administration to discover the organizational culture of
the organization by having an assessment of the respondents of PASOA.
Furthermore, this study will determine what particular planning should be changed or
needs improvement, emphasis and consideration. By means of this, members will be able
to improve their work. Hence, there might be a changed or sustenance of the existing
culture within the organization. It is important for members to understand the existing
culture of the organization so they will be able to relate themselves to it.
This will also show how the respondents perceive on the organizational culture
existing in their organization.
This will impose if there is a significant difference
between the assessments of the respondents in terms of their profile.

For the organization, this study can help them on how their members are enhanced to
their organization. It will help them to make their organization better than before.
For the future researchers, they can use this study as their reference if they will be
conducting the same study.Moreover, this study will give further recommendations which
is related to the conducted research.
Definition of Terms
Terms here are conceptually defined for better understanding of the readers.
Behavior
10
It is the way in which one acts or conducts oneself, especially toward others.
Collectivism
-
It is the subjugation of the individual to a groupwhether to a race, class or state
does not matter. Collectivism holds that man must be chained to collective action and
collective thought for the sake of what is called the common good.
Culture
-
It is the characteristics and knowledge of a particular group of people, defined by
everything from language, religion, cuisine, social habits, music and arts.
External environment
-
These are factors outside the organization that affect the company's ability to
function.
Internal environment
-
It refers to the factors inside the organization that impact on its performance. It
consists of the structure of the organization, the policies, corporate culture, the role
management plays, and the way in which management and employees perform their
tasks.
Organization
-
A social unit of people that is structured and managed to meet a need or to pursue
collective goals.
Organizational culture
-
The values and behaviors that contribute to the unique social and psychological
environment of an organization.
Organization development
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A deliberately planned, organization-wide effort made by human beings to
increase a human organization's effectiveness and/or efficiency to achieve its strategic

goals.
Person Culture
-
Used as type of organizational culture wherein the individual employee is being
focused and being assisted.

Power Culture
-
Used as typed of organizational culture wherein the employee close to the most
powerful in the organization will be the most influenced.

Role Culture
-
A type of culture in organization wherein each employee were given a specific
position or role that they will specialize.

Task Culture
-
It is a type of culture in organization that depends on teamwork. It where groups,
project teams or task forces are formed for a specific purpose.
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Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
Foreign Literature
Culture
Culture is the conventional behavior of a society that encompasses beliefs,
customs, and knowledge, and practices. It influences human behavior even though it
seldom enters into their conscious thought.
The concept of culture thus represents, in a very broad and holistic sense, the
qualities of any specific human group that are passed from one generation to the next
because they are believed to be useful for survival and adaptation. The American
Heritage Dictionary defines "culture" more formally, as the "totality of socially
transmitted behavior patterns, arts, beliefs, institutions, and all other products of human
work and thought characteristic of a community or population (Denison, 1997).
Culture is the single factor distinguishing top performing organizations from
mediocre agencies (Meehan, et al., 2008). Ultimately, culture is what provides agency
members a common ground for interpreting events, understanding issues, and knowing
what is expected of them (Denning, 2010). Representing an interlocking set of goals,
values, attitudes, and operating assumptions, cultural forces can combine to prevent
change attempts.
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Culture is beneficial for both newcomers and seasoned veterans, since culture as
social control system represents the behavior patterns or style of an organization that
tend to persist over time and that new employees are somehow automatically encouraged
to follow by their fellow employees, thus clarifying what they should do or say in a given
situation. In this sense, it provides stability to behavior, both with respect to what one
individual might do at different times, but also what different individuals may do at the
same time (Kotter and Heskett, 1992; Greenberg, 1996).
Two consequences of cultures being a control mechanism are: (a) an organizations
culture provides a sense of identity for its members. The more clearly an organizations
shared perceptions and values are defined, the more strongly people can associate
themselves with their organizations mission and feel a vital part of it; and (b) culture
generates commitment to the organizations mission. Sometimes it is difficult for people
to go beyond thinking of their own interests. However, when there is a strong,
overarching culture, people feel that they are part of that larger, well-defined whole and
involved in the entire organizations work. Bigger than any one individuals interests,
culture reminds people of what their organization is all about (Greenberg, 1996).
It is arguable that the academic acceptance of culture, without the usual squabbles and
skepticism associated with new concepts, is a major indication of the perceived
importance of the concept (Alvesson, 1990). However, this is not to infer that there is
consensus on the meaning and relevance of the concept.
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Cultures Characteristics
Culture has been fulfilling a number of functions which may be divided into two (a) for
the individual and (b) for the group.
a. Importance to the individual:
Culture distinguishes man from animal. The culture makes the human animal a
man. It regulates his conduct and prepares him for a group life. Without culture,
he would have been forced to find his own way, which would have meant a loss
of energy.
Culture provides solution for complicated situations. Culture provides man a set
of behavior for difficult situations. In the absence of culture, man would have
been baffled even at the simplest situations. Culture not only defines but also
determines what we eat and drink, when to sleep, when to laugh etc.
Culture provides traditional interpretation to certain situations. Through culture,

man gets traditional interpretations for many situations according to which he
determines his behavior. For example, if a cat crosses his way he postpones the
journey.
Culture shapes personality. No child can develop human qualities in the absence
of cultural environment. Culture prepares man for group life. Culture provides
opportunities for the development of personality and sets limits on its growth.
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b. Importance for the group:
Culture keeps social relationship intact. Culture has importance not only for men
but also for the group. Culture prepares man for group life. Group life would have
been poor, nasty, and short if there had been no cultural regulations. Group
solidarity rests on the foundation of culture.
Culture has given a new vision to the individual. Secondly, culture has given a
new vision to the co-operation of the individuals. Culture teaches him to think of
himself as a part of the larger whole. It provides him with the concepts of family,
state, nation etc. and makes possible the coordination and division of labor.
Culture creates new needs. Finally, culture also creates new needs and drives, for
example, thirst for knowledge and arranges for their satisfaction. It satisfies the
moral and religious interests of the members of the group.
Culture Functions
Culture has boundary in designing role: It creates distinctions between one
organization and others. It conveys a sense of identity for organization members. It
facilitates the generation of commitment to something larger than individual self-interest.
It enhances the stability of the social system.
Culture is the social glue that helps hold the organization together by providing
appropriate standards for what the members should see and do. It is a sense-making and
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control mechanism that guides and shapes employees attitudes and behavior. (Robbins,
S. & Judge, A. 2012)
Culture is the work environment that you supply for members. Members are
motivated and most satisfied when their needs and values are consistent with those
manifested in your workplace culture.
Culture is the environment in which you work all of the time. Culture is a
powerful element that shapes your work enjoyment, your work relationships, and your
work processes. However, culture is something that you cannot actually see, except
through its physical manifestations in your work place.
Culture as an independent variable

Culture is considered to be a background factor, an explanatory variable or a
broad framework influencing the development of beliefs. Culture is treated as an
independent variable; it is imported into the organization through the membership. Its
presence is believed to be revealed in members. Culture is generally based on a systems
theory. Concerned with articulating patterns of contingent relationships to figure in
organizational survival.
The research agenda from the view that culture is an organizational variable is
how to mold and shape internal culture in particular ways. However, whether
organization culture is indeed manageable.
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Culture As A Variable: A Comparison

Comparative management and corporate culture are distinct; they are in fact quite
compatible with one another. In the first case, "culture" is part of the environment and is
seen as a determining or imprinting force. In the second case, organizational culture is
seen because of human enactment. In both approaches, organization and cultures are to be
known through the study of patterns of relationships across and within boundaries.
Culture as metaphor for conceptualizing organization

Some theorists advance the view that organizations be understood as cultures.
They leave behind the view that a culture is something an organization has, in favor of
the view that a culture is something an organization is. Culture as a root metaphor for
organizations goes beyond the instrumental view of organizations derived from the
organism metaphor. Culture as a root metaphor promotes a view of organizations as
expressive forms, manifestations of human consciousness.
According to Charles Handy, organizational culture is classified into four major
types: the power culture, the role culture, the task culture, and the person or support
culture. The purpose of the analysis is to assess the degree to which the predominant
culture reflects the real needs and constraints of the organization.
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Organizational Culture
Organizational culture refers to the underlying values, beliefs and principles that
serve as a foundation for an organization's management system, as well as the set of
management practices and behaviors that both exemplify and reinforce those basic
principles. These principles and practices endure because they have meaning for the
members of an organization. They represent strategies for survival that have worked well
in the past and that the members believe will work again in the future.
According to Kroeber &Kluckhohn (1952), organizational culture is transmitted
patterns of values, ideas, and other symbolic systems that shape behavior of an
organization.
The beginning of formal writing in an organizational culture started with Petigrew
(1979). He introduced the anthropologist concepts like symbolism, myths, and rituals
that could be used in organizational analysis.
Although there is no consensus on the definition of organizational culture, most
authors agreed that organizational or corporate culture referred to something that is
holistic, historically determined (by founders or leaders), related to things anthropologists
study (like rituals and symbols), socially constructed (created and preserved by the group
of people who together form the organization),soft, and difficult to change.
Hofstede (1980), organizational culture refers to the collective programming of
the mind that distinguishes the members of one organization from another. This includes
shared beliefs, values and practice that distinguish one organization from another.
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Organizational culture is a pattern of beliefs and expectations shared by members

that produce norms shaping behavior Swartz & Jordon (1980). It is a set of symbols,
ceremonies and myths that communicate the underlying values and beliefs of the
organization to its employees (Ouchi, 1981).
Martin &Siehl (1983), organizational culture is a glue that holds together an
organization through shared patterns of meaning. Three component systems: context or
core values, forms (process of communication, e.g., jargon), strategies to reinforce
content (e.g., rewards, training programs)
Uttal (1983), shared values (what is important) and beliefs (how things work) that
interact with an organizations structures and control systems to produce behavioral
norms (the way we do things around here). Krefting and Frost (1985) suggest that the
way in which organizational culture may create competitive advantage is by de ning the
boundaries of the organization in a manner which facilitates individual interaction and/or
by limiting the scope of information processing to appropriate levels.
Based from Adler (1986), organizational culture refers to something that shared
by all or almost all members of some social groups. It is something that the older
members of the group try to pass on to the younger and it is something that shapes
behavior or structures of the organization.
The claim that organizational culture is linked to performance is founded on the
perceived role that culture can play in generating competitive advantage (Scholz, 1987).
Similarly, it is argued that widely shared and strongly held values enable management
to predict employee reactions to certain strategic options thereby minimizing the scope
for undesired consequences (Ogbonna, 1993).
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Trompenaars (1993), it is the way in which people solved problems. It is a shared

system of meanings. It dictates what we pay attention to, how we act and what we value.
Goffee (1996), is an outcome of how people related to one another.
Cameron & Quinn (1999), what is valued, the dominant leadership styles, the
language success that make an organization unique. Sullivan (2001), organizational
culture refers to the total lifestyle of a people, including all the values, ideas, knowledge,
behaviors and material objects that they share.
Wood (2001), the systems of shared beliefs and values that develops within an
organization or within its sub-units and that guides the behavior of its members. Wiesner
(2002), a way of looking at organizations by its shared values and behavior. Thomas &
Tung (2003), refers to evolving set shared beliefs, values, attitudes and logical processes
which provides cognitive maps for people within a given societal group to perceive,
think, reason, act, react and interact.
Anthon (2004), it is the set of values, beliefs and understanding shared by an
organizations employees and it ranks among an organizations most powerful
component. Taylor (2004), organizational culture refers to what is created from the
messages that are received about how people are expected to behave in the organization.
Wagner (2005), an informal, shared way of perceiving life and membership in the
organization that binds members together and influences what they think about
themselves and their work.
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Organizational culture practice was the most crucial factor that will determine
organization success than national or occupational culture. The study of organizational
culture should hence look into the differences in organizational culture that distinguished
one organizational culture from another (Jarad, 2010)
Types of Organizational Culture
Clan oriented cultures are family-like, with a focus on mentoring, nurturing, and
doing things together.
Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on

risk-taking, innovation, and doing things first.
Market oriented cultures are results oriented, with a focus on competition,

achievement, and getting the job done.
Subjective Organizational Culture

It refers to the shared patterns of beliefs, assumptions and expectations held by
organizational members and the groups characteristics way of perceiving the
organizational environment and its values norms and roles, as they exist outside the
individual.
This includes such things as organizational heroes (those people who
personify the cultures values and provide tangible role models for others), myth and
stories about the organization and its leadership, organizational taboos, rites, rituals, and
perceptions.
22
Characteristics seem to capture the essence of an organizations culture.
Innovation and Risk Taking - the degree to which employees are encouraged
to be innovative and take risks.
Attention to detail - the degree to which employees are expected to exhibit

precision, analysis, and attention to detail.
Outcome orientation - the degree to which the management focuses on results

or outcomes rather than on the techniques and processes used to achieve them.
People orientation - the degree to which managements decisions take into

considerations the effect of outcomes on people within the organization.
Team orientation - the degree to which the work activities are organized
around teams rather than individuals.
Aggressiveness - the degree to which the people are aggressive and

competitive rather than easy going.
Stability - the degree to which organizational activities emphasize maintaining

the status quo in contrast to growth.
Most large organizations have a dominant culture and numerous cultures.

Dominant Culture expresses the core values shared by a majority of the
organizations members. When we talk about an organizational culture, we are
referring to its dominant culture; it gives an organization its district personality.
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Subcultures it tends to develop in large organization to reflect common

problems situations, or experiences faces by group of members in the same
department or location.
The Importance of Organizational Culture
Hofstede (1997) said that culture influence how people behavior and think, so, it
is important to understand culture within an organization; whereas Grieves (2000)
strongly supported that organizational development can promote humanistic values, so,
earlier in 1982, Deal and Kennedy advocated that organization development should be
combined with organizational culture effectively, in order to make people work
efficiently.
When we talk about the role of organizational culture in an organization, it is
normally better to start from two perspectives that were provided Martins and Terblanche
(2003): The functions of organizational culture and the influence that organizational
culture has on the different processes in the organization.
Normally, the functions of organizational culture manifest itself in two aims: first,
creating the feeling of identity among personnel and commitment to the organization;
second, creating a competitive edge to enable the members (especially new members) in
the organization to well understand acceptable behavior and social system stability
(Martins, 2000).
The notion culture is often associated with exotic, distant peoples and places,
with myths, rites, foreign languages, and practices. Researchers have observed that
within our own society, organization members similarly engage in rituals, pass along
24
corporate myths and stories, and use arcane jargon, and that these informal practices may
foster or hinder managements goal for the organization (Lund, 2003).
Researchers such as Budde et al., (1981) and Bhagar&McQuiad, (1982) found that
there was a need to understand and to organize the pieces of the organizational culture
puzzle. The work of Schein (1984) and Hofstede (1980) had been central to bringing the
concept of culture to the stage of organizational development. It is worth wondering what
constitutes organizational culture, whether we are able to observe and measure the
patterns of beliefs, rules and behavior or practices of the members in the organization,
and how visible organizational culture is.
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Local Literature
Policy implications in the Organizational Culture literature typically revolve
around issues of socialization - whereby organizational members are inculturated in the
corporate culture - , culture change, and the use of Organizational Culture as a source of
competitive advantage. As regards culture change, it has been suggested that there are at
least two levels of potential change in the industry environment that will most likely
require changes in the culture of organizations within a given industry: the level of basic
assumptions and the level of values (Schein, 1990; Gordon, 1991).
It has been shown that environmental changes necessitating culture change
include: level of regulation or deregulation, levels of technology and growth, entrance of
different types of competitors, and the like. The criticality or limitedness of these
relationships, however, have yet to be confirmed by added explorations into other
corporate variables and by further empirical research (Racelis, 2005).
The response to the culture variables can be regressed or related with such
organizational characteristics as: financial performance, stock price performance, ethical
behavior, work satisfaction, corporate success factors, firms market-orientedness,
success in mergers and acquisitions, various other performance variables, and others
(Racelis, 2005)
26
Organizational culture is the social glue that holds the organization together by
providing cues for what employees should say and do. Culture thus fulfills a number of
functions: it creates a distinction between one organization and another, it provides a
sense of identity for organizational members, and it generates a commitment to the larger
team or organizational unity (Racelis, 2009).
Organizational research in the last two decades has paid greater attention to the
topic of culture as a potential key or critical lever for better understanding of
organizations. Culture has drawn attention to the long-neglected, subjective, or soft
side, of organizational life. In functionalist thinking, culture is considered a component of
an integrated social system which promotes the effectiveness of the organization and the
well-being of all its stakeholders.
Organizational culture refers to the assumptions, beliefs, goals, knowledge and
values that are shared by organizational members. Culture represents the highinformation ideal factors in a system or organization that exert significant and partly
independent influence on human events. When an individual is faced with an ethical
dilemma, his or her value system will color the perception of the ethical ramifications of
the situation (Racelis, 2009).
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Foreign Studies
Culture is best defined as a shared meaning system (Hofstede, 1980; Kluckhohn,
1954; Schwartz, 1992; Shweder&LeVine, 1984). In metaphorical terms, culture is the
software of the mind (Hofstede, 1991). Culture shapes the core values and norms of its
members. These values are shared and transmitted from one generation to another
through social learning processes of modeling and observation, as well as through the
effects of individual actions (Bandura, 1986).
Homogenous societies form tight cultures, and their norms and values are closely
shared by most members of the society. Societies consisting of sub-groups with dissimilar
norms and values form loose cultures (Triandis, 1989). Cultures differ in their content
components. The two values that depict most of the variance among cultures are:
collectivism versus individualism, and power distance. Individualism - collectivism
portrays the level of interrelatedness among members of one culture (Hofstede, 1980;
Triandis, Bontempo, Vilareal, Masaaki, & Lucca, 1988).
Collectivism means preference to work in teams, subordination of personal goals
to group goals, concern for the integrity of the group, and intense emotional attachment to
the ingroup. In contrast, individualism emphasizes personal autonomy and independence,
adherence to personal goals, and less concern and emotional attachment to the ingroups
28
(Triandis et al., 1988). The United States, Australia, and England are highly
individualistic cultures, whereas South America, Pakistan, Korea, Japan, and Taiwan are
highly collectivistic.
Power distance reflects the level of equality in the society. High power distance
means low equality in the society and a clear power structure in organizations.
Employees in such cultures know their place in the organizational hierarchy, and there are
clear status symbols that differentiate between employees at different organizational
levels. On the other hand, in low power distance cultures, employees feel free to disagree
with their boss and to express their ideas openly. Malaysia, Philippines, Arab countries,
and India are known for their high level of power distance. In contrast, Israel,
Scandinavia, and New Zealand are known for their low levels of power distance.
Three additional values that help differentiate among cultures are: Uncertainty
avoidance, masculinity or femininity, and future time orientation. Uncertainty Avoidance
reflects the extent to which members of the society feel threatened by uncertain or
unknown situations. High levels of uncertainty lead to anxiety. Organizations that seek to
avoid uncertainty have formal rules and regulations, clear task definitions, and low
tolerance for deviation from the rules and norms. On the other hand, organizations with
high tolerance for uncertainty are less formal, more flexible, and allow for higher levels
of heterogeneity in norms and behavior. Cultures with high levels of uncertainty
avoidance are: France, Belgium, Greece, and Portugal. Cultures with low levels of
uncertainty avoidance are Denmark, Sweden, and Singapore.
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Future time orientation reflects the extent to which the culture focuses on long
term planning and outcomes, and on the delay of gratification. The Dragon countries,
including Japan, Hong-Kong, and Korea, are high on this scale. 6 Employees internalize
the cultural values and use them to evaluate the meaning of different managerial and
motivational approaches as either opportunities or threats.
For example, differential reward systems would be positively viewed by
employees in individualistic cultures, and team-based incentives would be appreciated by
employees in collectivistic cultures. People in different cultures internalize the prevalent
cultural values of their society. Therefore, they differ in the meaning they ascribe to a
particular managerial approach. To further understand what motivates employees in other
cultures, and how they interpret the meaning of various managerial practices, managers
should first develop self-awareness and understanding of their own motives and values.
Masculine versus Feminine Cultures, the former pertains to societies in which
social gender roles are clearly distinct (i.e., men are supposed to be assertive, tough, and
focused on material success, whereas women are supposed to be more modest, tender,
and concerned with the quality of life). Femininity pertains to societies in which social
gender roles overlap (i.e., both men and women are concerned with the quality of life
(Hofstede, 1991). Japan is classified as the most masculine country, followed by Austria,
Venezuela, and Italy. The most feminine cultures are Sweden, Norway, Netherlands, and
Denmark (Erez, 2000).
The self is shaped by the shared understanding within a particular culture of what
it means to be human (Cahhoone, 1988; Cushman, 1990). The enduring attachments and
30
commitments to the social environment help define the individual (Sandel, 1982). People
develop self-knowledge through direct experience and evaluations adopted from
significant others. People strive to have positive self-perceptions and to experience selfworth and well-being. They strive to fulfill the motives of enhancement, efficacy, and
consistency.
Self enhancement reflects the motive of maintaining a positive cognitive and
affective state about the self; the motive of self-efficacy is the desire to perceive oneself
as competent and efficacious; self-consistency is the desire to sense and experience
coherence and continuity. People monitor and evaluate the extent to which their behavior
leads toward the fulfillment of the three motives and the degree to which the work setting
offers opportunities for such behaviors (Bandura, 1986; Markus & Warf, 1987). The self
and the self-motives are shaped by the cultural values and they set the standards and
criteria for self-evaluation.
These criteria vary across cultures and, consequently, they shape different selves.
Individualistic cultures shape the independent self, who attends to personal criteria and
standards for evaluating the meaning of certain management practices as enhancing or
inhibiting opportunities for self-worth and well-being (Triandis, 1989; Markus
&Kitayama, 1991). On the other hand, collectivistic cultures shape the interdependent
self, who internalizes the criteria and standards advocated by his/her reference groups.
As sociologist Etzioni (1964) once stated: We are born in organizations, educated
by organizations, and most of us spend much of our lives working for organizations.
Whatever our roles in society are: entrepreneur, employer, employee, manager, customer,
31
stockholder, elected official, voter, political activist, teacher and student, organizations
impact a great many aspects of our lives. The prevalence of these entities and the
relationship between organizations and human beings, trigger the need to develop
knowledge on organizing processes and patterns that structure organizations.
Interest in culture as a potential key or critical lever for organizational
effectiveness has increased rapidly because of the rising tide of global competition
bringing diverse cultures together in business and teamwork.
Most scholars agree that organizational culture is a phenomenon that involves
beliefs and behavior; that it exists at a variety of different levels in organizations; and that
it manifests itself in a wide range of features of organizational life such as structures,
control and reward systems, symbols, myths, and human resource practices (Pettigrew,
1979; Schein, 1992; Kotter and Heskett, 1992).
Studies postulating relationships between organizational culture and the behavior
of key organizational actors are based largely on the functionalist view of culture,
whereby culture is viewed as an instrumental apparatus by which organizational members
are put in a better position to cope with the specific problems faced in the course of need
satisfaction (Allaire and Firsirotu, 1984; Meek, 1988; Denison and Mishra, 1995).
The functionalist perspective, in addition, considers culture as a component of an
integrated social system which also includes a social structure component, to maintain an
orderly social life, and adaptation mechanisms, to maintain societys equilibrium with its
physical environments (Allaire and Firsirotu, 1984). On solving their functional
problems, organizations have learned to put primary emphasis on specific cultural
32
strategies depending on the developmental stage at which they find themselves. For
instance, new organizations tend to focus on adaptation to the external environment
through innovation. After successful adjustment, organizations begin to stabilize and
emphasize on pattern maintenance (Quinn and Cameron, 1983). This analysis runs
parallel to Parsons and Shils (1951) understanding of organizations functional problems
as being chiefly problems of adaptation, goal attainment, integration, and pattern
maintenance. The resulting Competing Values Model of organizational culture captures
the fact that organizations have to meet those multiple demands at the various life-cycle
stages. By integrating these recognized dilemmas in organizational life, this model
therefore makes clear the values in which the concepts are embedded, and provides an
overarching framework to guide subsequent efforts at organizational assessment and
improvement (Quinn and Rohrbaugh, 1983).
As a model that organizes the literature on organizational effectiveness and
clarifies the value dimensions that are considered key to organizational behavior, it
likewise sheds light on what managements tend to give emphasis to shared values,
beliefs, understandings, and norms and therefore what goals and ends they consider
important. Culture in this sense contributes to the avoidance of fragmentation, conflict,
tension, and other miseries; organizational life is seen as characterized by consensus,
harmony and community. This is sometimes called the integration approach, whereby all
cultural members are said to share the same view of culture, as that which is clear, rather
than ambiguous. As such, culture is the social glue that holds members together in an
organization-wide consensus (Siehl and Martin, 1990). Another version of the social
glue idea emphasizes the control aspect and considers corporate culture as a social
33
control system. According to this notion, control systems operate when those who are
monitored are aware that someone who matters, such as a boss, is paying attention and is
likely to care when things are not going according to plan. In addition, social control
systems generate common agreements among people about what constitutes appropriate
attitudes and behavior. Thus, from a management perspective, culture in the form of
shared expectations may be thought of as a social control system (OReilly, 1989).
The role of effective human resource management, in reducing patient mortality
and morbidity outcomes, has been repeatedly demonstrated by West et al (2001). West
and colleagues showed that extensive staff management practice including training,
appraisal and team working were strongly associated with lower patient mortality rates.
Therefore, the importance of effective human resource management within the National
Health Services (NHS) is now well accepted.
Similarly, the potential role of culture in improving the NHS has created much
interest. In their February 2012 report, the Top Hospitals Programme advisory group
acknowledged that organizational culture is one of the five elements that we have
discovered to be common across award winning acute sector organizations in the UK.
However, providing strong primary evidence to support this observation has proved
challenging. Lok et al 2011 conclude that there is a gap in the literature requiring further
empirical investigation, and Davies et al (2007) agree that, systematic reviews of the
evidence , both outside healthcare and specific to health care organizations, offer some
tantalizing possibilities but provide little substantial or consistent evidence in support of
the culture/performance hypothesis.
34
Organizational culture index is divided into development, common, stratum and

rational cultures. The variables concerned with the long seniority employees had no
significant in electronic industry. Organizational culture powerfully influenced the
organizational effectiveness was built clearly in the organizational cultures in the
electronic industry in Taiwan. It also calculated and developed fitness model as a practice
tool by the DEA and methodologies. Though the pairwise comparison, it showed the
bigger gap of these variables of organizational culture and effectiveness (Wang and Shyu,
2003).
Managers and employees in different cultures bring to their workplace the codes
of behavior and norms of their own cultures. These norms and cultural values shape the
organizational processes and managerial practices in the organizations. Therefore,
different managerial practices are implemented in organizations in different parts of the
world (Erez, 2000).
For example, in individualistic cultures, such as that of the USA, the selection
procedure of new employees is based on their personal records. In collectivistic cultures,
such as that of Mexico, recommendations by family members, who already work for the
company, serve as an important criterion for selecting new employees. In the USA,
promotion to higher managerial levels is based on personal achievements, as they appear
in the performance appraisal records. However, in collectivistic, and hierarchical cultures
such as that of Japan, seniority plays a major role in promotion decisions (Erez, 2000).
Payment based on results constitutes a greater part of Americans compensation
packages compared to those in Europe. In European countries, flat salaries are more
35
common than in the US. The compensation package of American managers consists of a
large portion of stock options, whereas this is less common for managers in European
countries. There are so many different codes of behavior and variations of management
practices that they cannot all be described in the how to books. Managers, therefore,
should use a small number of principles that will guide their choice of practices, and their
behavioral norms.
Local Studies
The organizational culture factor analysis results show that, based on respondents
descriptions of the culture within their organizations, the Philippine firms in the sample
do not possess any dominant, unitary culture within them. That is to say, the
organizations seem rather to be composed of subcultures. These groupings of subcultures
may be summarized as follows: (a) a dynamic and entrepreneurial culture emphasizing
growth, innovation, competition and human resources; (b) a formalized and structural
culture, oriented towards permanence and stability; (c) a production-oriented culture,
with a leader considered to be a coordinator and administrator; and (d) a traditionoriented family culture, with the head generally considered to be a parent figure
(Racelis, 2009).
Managers in Philippine companies, reveals that there is a slightly significant
relationship between particular cultural characteristics and employee perceptions of
organizational ethics. The managerial implications of this finding involve discussions of
the cultural values that are needed depending on the life-cycle or developmental stage at
which the organization finds itself. With regard to those cultural values that are closely
36
tied to ethical perceptions, the findings here show clear evidence that moral judgment is
related to organizational members value positions, beliefs, and assumptions. In other
words, ethical discernment is not valueneutral, but is necessarily directly associated with
values and decision-making. The results of this study, then, provide modest support for
the theory that organizational values are associated with organizational members
perception of ethical business dilemmas (Rest, 1980; Finegan, 1994).
37
Chapter 3
RESEARCH METHODOLOGY
Methods of Research
This study uses the quantitative method of research. In which it is primarily a
descriptive type of quantitative method of research. Descriptive research describes and
interprets what is. It is concerned with conditions of relationships that exist; practices that
prevail; beliefs, processes that are going on; effects that are being felt, or trends that are
developing (Best and Kahn, 1993). The research used in gathering data through the use
of descriptive survey method. In descriptive survey method uses questionnaire or other
instruments to generate data prepared by the researcher. This method relies upon
observation of the acquisition of data.
The research also uses descriptive correlational method to determine whether or not
there is a relationship that exists between two or more quantifiable variables, if there is,
to what extent or degree the relationship is. Thus, this determines the extent and direction
of the relationship between two or more variables; not to determine the cause and effect.
38
Population
Philippine Association of Students Office Administration (PASOA) of Polytechnic
University of the Philippines Taguig has a total number of four hundred thirty (430).
Sampling Technique
The researchers used simple random sampling in gathering data by the help of
descriptive survey method from the seven sections (from OA 1 OA 4, and from OMT 1
OMT 3) of Philippine Association of Students Office Administration (PASOA) of
Polytechnic University of the Philippines.
Sample Size
The total population of the members of Philippine Association of Students Office
Administration (PASOA) is four hundred thirty (430) members. It was partitioned into
three-hundred twenty (320) female members and one-hundred ten (110) male members.
Since the population of the members in Philippine Association of Students Office
Administration is four hundred thirty (430), the researchers decided to get 35% of the
total population as respondents. 35% sample of the population is large enough for
descriptive method (Ibe, 2007).
Description of the Respondents
39
The respondents are composed of seventeen (17) first year office administration
students, fifteen (15) second year office administration students, twelve (12) third year
office administration students, nineteen (19) fourth year office administration students,
twenty-one (21) first year office management technology students, eleven (11) second
year office Management technology students, and ten (10) third year office management
technology students.
Research Instrument
The tool used in gathering the data for the research is a questionnaire for the
descriptive survey method research. The questionnaire was designed as structured and
closed from (see Appendix A for the questionnaire).
Data Gathering Procedure

The researchers surveyed one-hundred thirty (130) respondents of PASOA for it
was 35% of the population. The questionnaire or survey form was distributed to the
respondents. After surveying the respondents, there were twenty-five (25) unusable
forms. The unusable survey forms are unanswered by the respondents, or only partially
complete with some portions of the survey blank. Thus, this resulted to a total of onehundred five (105) respondents as a data for the research. The data were tallied and
computed by the researchers to verify the following statement of the problem.
Statistical Technique
40
The frequency and relative frequency of the respondents in terms of age, gender,
year level and position was gathered and tabulated on the research. Analysis of Variance
or F test distribution was also used by the researchers to determine if there is a significant
difference on the assessment of organizational culture of the respondent whom grouped
according to their profile. It is also used if there is a significant difference in terms of year
level, age and year level. T-test was used to determine if there is a significant difference
in terms of gender (male and female).
41
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
Research Rate
There was one hundred thirty (130) survey forms distributed to the twenty-five to the
organization of Philippine Association of Student in Office Administration (PASOA) at
Polytechnic University of the Philippines-Taguig. The PASOA was selected as the basis
of the research. However, one hundred five (105) useable survey forms were returned.
The unusable forms were twenty-five (25). The unusable survey forms are unanswered by
the respondents, or only partially complete with some portions of the survey blank. With
one-hundred five useable surveys out of 130, the response rate was 80.77%
42
Profile of the respondents

The tally of the survey form for the seven sections with different year level, Office
Administration 1, 2, 3, 4 and Office Management Technology 1, 2, 3, were presented on
the tables below. The tally was partitioned based from the profile (age, gender, year level
and position in the organization) which is given in the survey form. Each table shows the
frequency in accordance to the respondents profile.
Age of the Respondents
Age
Frequency (f)
%
14
1
0.95 %
15
8
7.62 %
16
36
34.29 %
17
19
18.10 %
18
17
16.19 %
19
12
11.43 %
20
8
7.62 %
21
4
3.80 %
Total
105
100 %
Table 1.1: Frequency distribution of the ages of the respondents
The table shows the partition or the frequency of the respondents in terms of age for the
research.
Gender of the Respondents

Gender
Frequency (f)
%
Male
46
43.81 %
Female
59
56.19 %
Total
105
100%
Table 1.2: Frequency distribution of the gender of the respondents
The table shows the partition or the frequency of the respondents in terms of gender for
the research.
43
Year Level of the Respondents

Year Level
Frequency (f)
%
First (I)
38
36.19 %
Second (II)
26
24.76 %
Third (III)
22
20.95 %
Fourth (IV)
19
18.10 %
Total
105
100%
Table 1.3: Frequency distribution of the year level of the respondents
The table shows the partition or the frequency of the respondents in terms of year level
for the research.
Position in the organization of the Respondents

Position
Frequency (f)
Member
74
Committee
21
Officer
10
Total
105
%
70.48 %
20.00 %
9.52 %
100%
Table 1.4: Frequency distribution of the position in the organization of the respondents
The table shows the partition or the frequency of the respondents in terms of their
position in the organization.
44
Percent Analysis
The figures presented in percent analysis were round up into a whole number.
Age Profile of 4%
the
Respondents
1%
8%
8%
11%
34%
16%
18%
Figure 2.1: Age Profile of the respondents (see Table 1.1 for the partition)
The figure shows the partition of the ages in the tabulated data in table 1.1. The
legend corresponds with the age of the respondents. In the legend, 1 corresponds 14 years
old, 2 corresponds 15 years old, 3 corresponds 16 years old,4 corresponds 17 years old, 5
corresponds 18 years old, 6 corresponds 19 years old, 7 corresponds 20 years old, and 8
corresponds 21 years old.
45
Gender Profile of the Respondents
44%
56%
Figure 2.2: Gender Profile of the respondents (see Table 1.2 for the partition)
The figure shows the partition of the gender (male and female) in the tabulated
data in table 1.2. The legend corresponds with the gender of the respondents. In the
legend, 1 corresponds male, and 2 corresponds female.
Year Level Profile of the Respondents

18%
36%
21%
25%
1
Figure 2.3: Year Level Profile of the respondents (see Table 1.3 for the partition)
The figure shows the partition of the year level in the tabulated data in table 1.3.
The legend corresponds with the year level of the respondents. In the legend, 1
46
corresponds first year level, 2 corresponds second year level, 3 corresponds third year
level, and 4 corresponds fourth year level.
Position of the Respondents

10%
20%
70%
1
Figure 2.4: Year Level Profile of the respondents (see Table 1.4 for the partition)
The figure shows the partition of the year level in the tabulated data in table 1.4.
The legend corresponds with the position of the respondents in the organization. In the
legend, 1 corresponds member, 2 corresponds committee, and 3 corresponds officer.
47
Statements in Organizational Culture

Statement 1
Do you prefer the existing division of work given by means of knowledge, skills, and
leadership?
The weighted mean of the data gathered for the question 1 is 3.2667 (see Table
2.1 for the tabulation). These corresponds to something between neutral or agree. Thus,
the respondents have a mild agreement with regarding to the existing division of work by
means of knowledge, skills, and leadership.
Statement 2
Do you prefer the existing dissemination process of information to the members of the
organization?
2.1 for the tabulation). These corresponds to neutral. Thus, the respondents have a neutral
response with regarding the existing dissemination process of information to the
members of the organization.
48
Statement 3
Do you prefer the existing objectives of the organization?
The weighted mean of the data gathered for the question 3 is 3.314 (see Table 2.1
for the tabulation). These corresponds to something between neutral or agree. Thus, the
respondents have a mild agreement with regarding to the existing objectives of the
organization.
Statement 4
Do you prefer the existing actions of the members of the organization when conducting
their task?
2.1 for the tabulation). These corresponds to agree. Thus, the respondents agree with the
existing actions of the members of the organization when conducting their task.
Statement 5
Do you prefer the existing allocation of time and resources of certain events and
activities?
2.1 for the tabulation). These corresponds to agree. Thus, the respondents agree with
49
regarding the existing allocation of time and resources of certain events and activities in
the organization.
Statement
Weighted Mean
Value of Description
1. Do you prefer the existing division of

Between neutral and
work given by means of knowledge, skills,
3.2667
agree
and leadership?
2. Do you prefer the existing dissemination
process of information to the members of
3.019
the organization?
3. Do you prefer the existing objectives of
Neutral
Between neutral and
3.3143
the organization?
4. Do you prefer the existing actions of the
members of the organization when
agree
3.5810
Agree
3.4857
Agree
conducting their task?

5. Do you prefer the existing allocation of
time and resources of certain events and
activities?
Between Neutral and
Overall Weighted Mean
3.3333
Agree
Table 2.1: Weighted mean and value of description for specific question in the survey
form for the organizational culture (see Appendix A for the survey form)
The overall weighted mean has a value of 3.3333. These corresponds to
something between neutral or agree. Thus, the respondents have a mild agreement with
regarding to the overall existing organizational culture in the organization. The study
50
verifies the respondents perception towards the organizational culture in the

organization.
Analysis of Variance (ANOVA)
Profile of the Respondents
Age
3.2008
Gender
2.4378
Year Level
0.7011
Position
4.5028
Table 3.1: Summary of the computation of the F-test distribution value

The researcher were able to determine if there a significant relationship between the
respondents perception of their organizational culture and to what they want to see in
their organizational structure. Analysis of variance was used to obtain the value.
The F-test distribution value of the profile of the respondents in terms of age is
3.2008. The f-value of the profile of the respondents in terms of gender 2.4378. The fvalue of the profile of the respondents in terms of year level is 0.7011. The f-value of the
profile of the respondents in terms of position in the organization is 4.5028.The f- value
shows that the values were close to each other except with regards to the profile of the
respondents in terms of year level.
The F-test distribution values are 3.2008, 2.4378, 0.7011, and 4.5028, which
results of having a decision of not rejecting the null hypothesis at a significant level of
5%.
51
52
Chapter 5
SUMMARY, CONCLUSION, RECOMMENDATION
Summary
The overriding purpose of this study was to have an assessment on the organizational
culture of Philippine Association of Students in Office Administration (PASOA). To
accomplish that goal it became necessary toreach some prerequisite goals.
Determining what organizational culture and how it affect a certain individual on its
belief assumed high degree of importance during the literature review conducted for this
thesis. Related to that effort, it became necessary to reach an understanding about the
nature of culture organizational structure. To provide for the possibility that construction
could be perceived and measured as a viable component of these philosophical
constructs, it was important to conduct methods on obtaining data. Once these
fundamental steps were achieved, this research was able to go forward. This chapter
reports the findings, conclusions, and recommendations that resulted from this study.
A survey was conducted to obtain variables that could answer the problems. The
survey was given to one hundred thirty respondents and one hundred five from that were
the usable. With the survey instrument developed for this study, data were collected
which addressed the research problems posed in the first chapter of this thesis.
53
Conclusion
Based from the computed values here are the findings of the research.
The profile of the respondents were divided into four categories such as age, gender, year
level and position in the organization.
In the age profile of the respondents, the highest value was on the age of 16 years
old which is 34%. In the gender profile, the highest frequency was on the females
having a percent of 56%. In the year level profile, first year level has the highest
frequency having a percentage of 36%. In the position of the respondents profile,
the highest frequency was on the members having a percent of 70%.
For organizational Culture
The weighted mean of the data gathered for the question 1 is 3.2667. The
respondents have a mild agreement with regarding to the existing division of work
by means of knowledge, skills, and leadership.

The weighted mean of the data gathered for the question 2 is 3.0190.The
respondents have a neutral response with regarding the existing dissemination
process of information to the members of the organization.

respondents have a mild agreement with regarding to the existing objectives of the
organization.
respondents agree with the existing actions of the members of the organization
when conducting their task.
54
respondents agree with regarding the existing allocation of time and resources of
certain events and activities in the organization.

In the organizational culture, the overall weighted mean has a value of 3.3333.
The respondents have a mild agreement with regarding to the overall existing
organizational culture in the organization.
For the hypothesis of the ANOVA (Age, Gender, Year level, and Position in the
Organization):
Since F=3.20084<3.72 , the decision is not to reject the null hypothesis. There
is no significant difference between the mean profiles of the respondents in terms
of age.
of gender.
of year level.
Since F=4.5028< 4.56 , the decision is not to reject the null hypothesis. There
of position in the organization.
For the hypothesis of the t-test (Gender Profile of the Respondents):
55
Since the critical value falls within the noncritical region, do not reject null
hypothesis. There is no significant difference between the mean profiles of the
respondents in terms of gender.

There is no significant difference on the assessment of organizational culture of
the respondent whom grouped according to their profile (see Table 3.1 for the
summary of the computation of the F-test distribution value).
Recommendations
The researcher suggest that there should additional parameters for having a better
results in the assessment of a certain organization.

The researcher recommends that there should have an additional variables or there
will be more than two or more organizations that will be targeted of the future
research. This will enable the research to be more extensive and broad.
56
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59
APPENDICES
Appendix 1
SURVEY QUESTIONNAIRE
Dear Respondents:
We, Johnalen Mae T. Alcantara, Haria B. Baranda, Jenny Grace Fortuito,

Abigail Z. Ingles and Kim Alyssa E. Vidal, students of Diploma in Office Management
III-1 in Polytechnic University of the Philippines-Taguig, are conducting a research study
entitled Organizational Culture of PASOA: An Assessment, as partial fulfilment of the
requirements in OMT315 Introduction to Research. With this regard, we would like to
humbly request for your assistance by filling in the information requested below.
Responses gathered shall be held strictly confidential and shall only serve as a
significant input to this study. Any information that you could share would contribute a
lot for the success of the researchers study. Thank you very much!
The Researchers
PART I: BIOGRAPHICAL INFORMATION
Name (Optional)
Age
Gender
Year and Section
__ OA 4__
Position in the Organization
:
: ______________________________________
: Male ____ Female ____
: OA 1__ OMT1__ OA 2__ OMT 2 __ OA 3__ OM T 3
: Member__
Officer__
Committee__
60
PART II: ORGANIZATIONAL CULTURE

The following statements represent opinions, and your agreement or disagreement
will be determined on the basis of your particular beliefs. The representation of the
following is Strongly Agree (SA), Agree (A), Neutral (N), Disagree (D), and Strongly
Disagree (SD). Kindly check your position on the scale as the first impresses you.
Questions:
1. Do you prefer the existing division of work given by
means of knowledge, skills, and leadership?
2. Do you prefer the existing dissemination process of
information to the members of the organization?
3. Do you prefer the existing objectives of the
organization?
4. Do you prefer the existing actions of the members of
the organization when conducting their task?
5. Do you prefer the existing allocation of time and
resources of certain events and activities?
SA
SD
Appendix 2
Mathematical Symbols
Here are the list of the mathematical symbols used in the research.
+ addtion
f =frequency
=greater than
=less than
= percent
n=square root of a number

x n=square of a number
subtraction
summation of the series
61
Appendix 3
Computation for Weighted Mean (Organizational Culture)
Statement 1
Frequency
(f)
Value in the
Likert's scale
f * Value in the Likert's

scale
16
80
41
13
25
4
3
2
164
39
50
10
10
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Table 5.1: Data for the computation of the weighted mean in Statement 1
Weighted Mean=
80+164+39+50+ 10 343
=
105
105
Weighted Mean=3.2667
Statement 2
Frequency
(f)
Value in the
Likert's scale
f * value in the Likert's

scale
12
60
27
23
37
4
3
2
108
69
74
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Weighted Mean=
60+108+69+74+ 6 317
=
105
105
62
Weighted Mean=3.019
Statement 3
Frequency
(f)
Value in the
Likert's scale

scale
15
75
39
19
28
4
3
2
156
57
56
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Weighted Mean=
75+ 156+57+56+ 4 348

=
105
105
Weighted Mean=3.314
Statement 4
Frequency
(f)
Value in the
Likert's scale

scale
25
125
38
19
19
4
3
2
132
57
38
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Weighted Mean=
125+ 152+57 +38+4 376

=
105
105
63
Statement 5
Frequency
(f)
Value in the
Likert's scale

scale
31
155
29
20
10
4
3
2
116
60
20
15
15
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Weighted Mean=
155+ 116+60+ 20+ 15 366

=
105
105
64
65
Appendix 4
Computation for Analysis of Variance (ANOVA)
Computations for the Profile of the Respondents
The researchers tabulated the data gathered in terms of age of the respondents. They test
if there is no significant difference between the mean profiles of the respondents in terms
of age. There is a level of significance of =0.05 =5 .
Total:
Age of the Respondents

14-15
16-17
18-19
20-21
3
14
0
0
6
15
0
0
0
12
30
0
0
10
1
0
0
3
9
0
0
1
8
1
0
0
8
11
9
55
29
12
Table 4.1: The numbers of respondents partitioned on its specific interval.
Null Hypothesis
( H 0 ) : There is no significant difference between the mean profiles of
the respondents in terms of age.
Alternative Hypothesis
( H ) : There is a significant difference between the mean
profiles of the respondents in terms of age.
Between-Sample Sums (SSB):
Within-Sample Sums (SSW):
Where:
T i =1,2, , k = sum of sample in the ith group
ni=1, 2, , k= number of samples in the ith group
SSB
Variance between samples (MSB): k1
SSW
Variance within samples (MSW): nk
n=28
T1 T 2
T
( x)
+ ++ k
n1 n2
nk
n
T 21 T 22
T 2k
x
+ + +
n1 n2
nk
2
x 2=1061
66
k =4
SSB =
67
92 552 292 122 ( 105 )

+
+
+
7 7
7
7
28
SSB = 190.67857
9 55 29 12
SSW = 1061 7 + 7 + 7 + 7
SSW = 1061 584.428

SSW = 476.5714
MSB =
190.6786
=63.5595
41
MSW =
476.5714
=19.8571
284
F test statistic =
MSB 63.5595
=
=3.20084
MSW 19.8571
Degree of Freedoms:
d.f.N = k-1 = 4-1 = 3
d.f.D = n-k = 28-4 = 24
Decision Rule: Reject null hypothesis ( H 0 ) if
F>3.72
Since F=3.20084<3.72 , the decision is not to reject the null hypothesis. There is no
significant difference between the mean profiles of the respondents in terms of age.
68
69

The researchers tabulated the data gathered in terms of gender (male or female) of the
respondents. They test if there is no significant difference between the mean profiles of
the respondents in terms of gender. There is a level of significance of =0.05 =5 .
Female
Male
OA1
9
8
OMT1
8
13
OA2
7
8
OMT2
6
5
OA3
5
7
OMT3
5
5
OA4
6
13
Total
46
59
Table 4.2: The numbers of respondents partitioned on its specific interval.
Null Hypothesis
the respondents in terms of gender.

profiles of the respondents in terms of gender.
x 2=871
SSB =
n=14
k =2
462 59 2 ( 105 )
+
7
7
14
SSB = 12.0471429
462 592
1061
+
SSW =
7
7
70
SSW = 59.4286
MSB =
12.0471429
=12.0471429
21
MSW =
59.4286
=4.9524
142
F test statistic =
MSB 12.0471429
=
=2.4378
MSW
4.9524
Degree of Freedoms:
d.f.N = k-1 = 2-1 = 1
d.f.D = n-k = 14-2 = 12
F>6.55
significant difference between the mean profiles of the respondents in terms of gender.
71

The researchers tabulated the data gathered in terms of year level of the respondents.
They test if there is no significant difference between the mean profiles of the
respondents in terms of year level. There is a level of significance of =0.05=5 .
Year Level of the Respondents
I
II
III
IV
17
15
12
19
21
11
10
0
Total: 38
26
22
19
Table 4.3: The numbers of respondents partitioned based on year level.
Null Hypothesis
the respondents in terms of year level.

profiles of the respondents in terms of year level.
x 2=1681
SSB =
n=8
k =4
2
2
2
2
( 105 )
38 26 22 19
+
+
+
2
2
2
2
8
SSB = 104.3750
38 2 262 222 192
1681
+
+
+
SSW =
2
2
2
2
SSW = 198.5
MSB =
104.3750
=34.7917
41
MSW =
198.5
=49.6250
84
F test statistic =
72
MSB 34.7917
=
=0.7011
MSW 49.6250
Degree of Freedoms:
d.f.N = k-1 = 4-1 = 3
d.f.D = n-k = 8-4 = 4
F> 9.98
significant difference between the mean profiles of the respondents in terms of year level.
73

The researchers tabulated the data gathered in terms of position in the organization of the
respondents. They test if there is no significant difference between the mean profiles of
the respondents in terms of position in the organization. There is a level of significance of
=0.05=5 .
OA1
OMT1
OA2
OMT2
OA3
OMT3
OA4
Total
Position of the Respondents in the Organization

Members
Officers
Committee
17
0
0
21
0
0
4
1
10
8
0
3
2
2
5
6
1
3
4
8
7
65
12
28
Table 4.3: The numbers of respondents partitioned based on year level.

Null Hypothesis
the respondents in terms of position in the organization.

profiles of the respondents in terms of position in the organization.
x 2=1149
n=21
k =3
SSB =
74
652 122 282 ( 105 )

+
+
7
7
7
21
SSB = 211.1429
65 12 28
SSW = 1149 7 + 7 + 7
SSW = 412.8571
MSB =
211.1429
=105.5714
31
MSW =
412.857
=22.9365
213
F test statistic =
MSB 105.5714
=
=4.5028
MSW 22.9365
Degree of Freedoms:
d.f.N = k-1 = 3-1 = 2
d.f.D = n-k = 21-3 = 18
F> 4.56
Since F=4.5028< 4.56 , the decision is not to reject the null hypothesis. There is no
significant difference between the mean profiles of the respondents in terms of position in
the organization.
Appendix 5
Sample Table for F-test distribution value
75
Appendix 6
Computation for T-Test (Gender Profile of the Respondents)
76
77
The researchers tabulated the data gathered in terms of gender of the respondents. They
test if there is no significant difference between the mean profiles of the respondents in
terms of gender. There is a level of significance of =0.05=5 . The statistical
technique used is T-Test
Female
9
8
7
6
5
5
6
46
OA1
OMT1
OA2
OMT2
OA3
OMT3
OA4
Total
Null Hypothesis
Male
8
13
8
5
7
5
13
59
the respondents in terms of gender.

profiles of the respondents in terms of gender.
The value of t for the t-test
t=
x 1x 2
s 21 s 22
+
n1 n 2
Where:
x= mean of the sample data
s 2= variance of the sample data

n= number of data column
x 1=8.4286
x 2=6.5714
s 21=1.5119 2
s 22=3.3594 2
n1=7
n2=7
t=
8.42866.5714
1.51192 3.3594 2
+
7
7
t=1.3338
78
79
Degree of freedom (d.f.):

d.f. = k-1 = 7-1 = 6
=0.05
Since =0.05 and d . f .=6 , then critical value ( t c ) =2.447
Since the critical value falls within the noncritical region, do not reject null hypothesis.
of gender.
Appendix 7
Sample Table for T-test distribution value
80

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ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Background of the Study

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Figure 1.1: Conceptual Framework of Organizational Culture

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Statement of the Problem

Scope and Delimitations

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Philippines-Taguig as respondents. The research sample is composed of seventeen (17)

Significance of the Study

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

This will impose if there is a significant difference

between the assessments of the respondents in terms of their profile.

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

It is the subjugation of the individual to a groupwhether to a race, class or state

It is the characteristics and knowledge of a particular group of people, defined by

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

A deliberately planned, organization-wide effort made by human beings to

increase a human organization's effectiveness and/or efficiency to achieve its strategic

Used as type of organizational culture wherein the individual employee is being

focused and being assisted.

powerful in the organization will be the most influenced.

A type of culture in organization wherein each employee were given a specific

position or role that they will specialize.

It is a type of culture in organization that depends on teamwork. It where groups,

project teams or task forces are formed for a specific purpose.

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Culture provides traditional interpretation to certain situations. Through culture,

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

b. Importance for the group:

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Culture as an independent variable

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Culture As A Variable: A Comparison

Culture as metaphor for conceptualizing organization

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Organizational culture is a pattern of beliefs and expectations shared by members

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Trompenaars (1993), it is the way in which people solved problems. It is a shared

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Types of Organizational Culture

Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on

Market oriented cultures are results oriented, with a focus on competition,

Subjective Organizational Culture

This includes such things as organizational heroes (those people who

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Characteristics seem to capture the essence of an organizations culture.

Attention to detail - the degree to which employees are expected to exhibit

Outcome orientation - the degree to which the management focuses on results

People orientation - the degree to which managements decisions take into

Aggressiveness - the degree to which the people are aggressive and

Stability - the degree to which organizational activities emphasize maintaining

Most large organizations have a dominant culture and numerous cultures.

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT

Subcultures it tends to develop in large organization to reflect common

ORGANIZATIONAL CULTURE OF PASOA: AN ASSESSMENT