Culture and Managerial Practices in Private and Public Universities in Ghana

Abstract

The study explored the influence of culture on managerial practices in Universities in Ghana. It specifically sought to (i) identify the cultural variables with implications for managerial practices in the study institutions and establish the nature of relationship that exists between the two; (ii) examine the implications of socio-cultural values for performance management practices; (iii) examine the relationship between socio -cultural values and managers‘ choice of leadership style; and (iv) find out how the possible conflict between different orientations (that of the larger society within which the manager operates, and his/her own goals and personal orientation) is handled by individual managers. The data for the study were collected using qualitative and quantitative approaches. Through a combined approach of survey and in-depth interviews of samples of 134 (out of 144) and 25 personnel respectively, ample data were gathered from private and public universities in Ghana for the study. The study found that the universities‘ management are modelled after Max Weber‘s bureaucracy of a hierarchical culture. They have standardized rules and procedures for carrying out every task. This notwithstanding the societal culture was found to shape the institutions and behaviour of their members. Managerial practices and behaviour in the universities are greatly influenced by elements of the sociocultural environment. Individuals working in these universities engage in constant negotiation, consultation, and sometimes compromise in adhering to formal rational structures while keeping non-rational informal relations running. The study found socio-cultural factors such as familism, ethnicity, respect for the elderly, authority and traditional leadership, religion and superstition, value placed on funerals, fear of the unknown, gender and plea for clemency (dwanetoa) to have implications for management practices and work relations in the universities. It also found a close relationship between choice of leadership style and managerial behaviour of the personnel on one hand and the socio-cultural variables identified in the study on the other. Some of the socio-cultural factors were further found to influence performance management practices in the study organisations. Among the many socio-cultural factors found to influence performance management practices are religious beliefs, the relational orientation, and the persistent plea for clemency (dwanetoa). Although several informal relations were found to influence management practices in the universities, those formed within the collegium and through religious associations or networks were found to be the strongest. The study recommends: (i) an overhaul of the appraisal tools of the two universities. The institutions should consider making the performance management tools scientific enough to relieve the individual manager of the subjective evaluation of personnel they supervise; (ii) an adoption of a socio-cultural approach to problem solving especially in dealing with problems resulting from socio-cultural relations; and (iii) tailoring of HR training programmes and services to suit the sociocultural environment.