The statistical analysis of the quantitate data conducted proves that an organizations culture depends upon the mission statement of the company. The other variables such as adaptability, consistency and involvement do not impact the organization as a mission statement does. It is because the mission statement outlines the company's business, goals and strategies. It helps the stakeholder to understand the future goals of the company and its plan of achieving them. An organization which does not have a proper mission statement suffer in the long run. Having a good mission statement helps in getting the buy-in from employees. It also helps to know what the company stands for and where it will lead in future. The mission is not just an abstract idea rather it is what the company does (Pandey, Kim and Pandey, 2017). Another important aspect of the mission statement is that it is prominent for the culture of the organization. An organization where employees feel engaged and motivated are likely to perform well than those organizations where employees feel disengaged. Culture plays a crucial role in success. If the employees of the organization do not know where they fit in, then it may flounder. The organization needs to set the tone of the work environment so that employees feel satisfied and turnover rate of the organization is less.
To understand and find out what is most prominent for an organization culture Denison model was used. It contained four variables that have a direct impact on the culture of the organization. On each variable, various questions were asked to the employees. It can be stated from the result collected from the questionnaire that employees of an organization strongly agree that the mission statement is important for an organization’s culture (Kirkpatrick 2017). From the average mean of all the variables mission statement has the maximum mean that is 2.43 whereas the average mean of the adaptability is 1.77, the average mean of consistency and involvement is 1.76. The standard mean of the mission variable was the highest one that is 1.952. There was a consistency in the data of the mission statement. It was found from that 37 per cent of the people strongly agree that organization which have a clear strategy makes the purpose of it clear to everyone so that they can contribute and leave a mark on the success of the organization. Around 64 per cent of people strongly disagree on it. According to them, a clear strategy does not help the employees to contribute their part.
It was found from the second question that 37 per cent of the employees strongly agreed that that the organization has a clear set of goals and objectives linked to the organizational mission and vision whereas 64.3 per cent of the total employees strongly disagree on it. According to them the goals of the organization are not linked to the mission and vision statement. It could be interpreted from here that it is because of the difference the goals and mission and vision statement of the organization employees are in a perplexing situation and does not know what the organization wants from them and how are they going to achieve it (Kirkpatrick 2017). The employee satisfaction rate is very low it is because of this turnover rate of an employee is more than the retention rate. It is clear from the findings of the questionnaire. It can be depicted from the findings that only 37per cent of the people think the organization provides everyone with a clear direction in their work whereas 64. 3 per cent of the people state that they have no idea ahead they have to move ahead and in which direction.
It was found from the adaptability statements that none of the people in the organization strongly agreed on the statement that the organization can develop innovative and creative by adapting new needs. Seven employees strongly disagree and 18 of them disagree on it. The disagreement of the employees was found in all the adaptability statements to some disagree level was a bit less and to some, it was around the result of the previous questions. About 20 people in the disagree with the statement that the organization predicts future requirements of customers and employees and 8 people strongly disagree over it (Lee 2019). The organization monitors market trends to seek new opportunities, to promote innovation and to acquire new knowledge and enhance existing capabilities. The results of these two statements were almost the same. Even the static showcased that the employees disagree on the fact that the organization correspond and respond to the customers' needs and expectations.
Similarly, it was found from the consistency and involvement statements that the employees either disagree or strongly disagree on them. It is because employees do not believe that the members of their organization are innovative, creative and can work independently. Even they do not believe that their organization value teamwork or the organization is continuously seeking new opportunities for their employees (Muqadas, Rehman and Aslam 2017). None of the employees agrees on that on the statement which describes that members of the organization share a set of values which create a sense of identity and a clear set of expectations. They even agreed on the point that they have no say in the criteria matter and does not even solve the differences. According to them, different departments of the organization cannot work together to achieve shared goals.
The research was limited to a single organization and thus the result gathered from it was limited and not vast. The implications of the result suggest that the mission statement of the organization plays a prominent part in the organization's culture. However, the percentage of people agreeing on the point was low but out of all the variable, it was only the mission statement where employees agreed in the rest of the statements they disagreed. It was clear from the point that the company’s need to work on its policies and procedures to keep the employees of the organization satisfied. Many of the employees of the organization where the questionnaire conducted were dissatisfied and may decide to leave the organization (Sun and Wang 2017). Company’s need to work on different parts so that the attrition rate of the employees remains low and retention rate of the organization increase manifolds.
Kirkpatrick, S.A., 2017. Understanding the role of vision, mission, and values in the HPT model. Performance Improvement, 56(3), pp.6-14.
Lee, H., 2019. Does increasing racial minority representation contribute to overall organizational performance? The role of organizational mission and diversity climate. The American Review of Public Administration, 49(4), pp.454-468.
Muqadas, F., Rehman, C.A. and Aslam, U., 2017. Organizational justice and employee’s job dissatisfaction: a moderating role of psychological empowerment. Pakistan Business Review, 18(4), pp.848-864.
Pandey, S., Kim, M. and Pandey, S.K., 2017. Do mission statements matter for nonprofit performance? Insights from a study of US performing arts organizations. Nonprofit Management and Leadership, 27(3), pp.389-410.
Sun, R. and Wang, W., 2017. Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations. Public Management Review, 19(8), pp.1124-1141.
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