The influence of non-Ghanaian chief executive officers culture on organizational culture among private banks in Ghana

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August, 2015
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This study assesses the influence of CEOs‟ culture on organizational culture among the private banks in Ghana. The study selected three private banks whose CEOs were Ghanaians and three private banks whose CEOs were non- Ghanaians. The study administered questionnaire to 90 permanent employees from the selected private banks. The study adopted Denison (1990) survey instrument on organizational culture, where organizational culture was divided into culture of involvement, consistency, adaptability and mission. It was found out that culture of empowerment, capacity development, focus on core values, creating change and organization learning were significantly higher in private banks whose CEOs were non-Ghanaians than private banks whose CEOs were Ghanaians. There were no significant differences between culture of agreement, culture of coordination and integration, culture of customer focus and culture of mission in both banks. Bankers preferred culture of easy information flow, stable and predictable working environment, team work and less supervision. They also preferred staff development, recognition and reward, flexible working environment and consultation. CEOs‟ culture significantly impacted on organizational culture. The study recommends that CEOs should take into consideration the interest of employees when designing organizational culture. Private bankswhose CEOs were Ghanaians should learn from experiences of non-Ghanaian CEOs to enable them adopt consistent and appropriate banking culture for sustainable growth and profitability.
A thesis submitted to the Department of Marketing and Corporate Strategy of the Kwame Nkrumah University of Science and Technology in partial fulfillment of the award of the degree of Master of Business Administration (International Business Management),