Volume 6, Issue 3, March – 2021 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

A Study of Organizational Culture in Bukidnon State

University-Elementary Laboratory School
(BukSU-ELS) Work Environment
Shaunell Mary J. Sayson
Bukidnon State University
Malaybalay City, Philippines

Abstract:- The study determined the strengths of each of is an extensive report of a case study of developments in one
the type of organizational culture in the BukSU-ELS industrial community's social life between April 1948 and
work environment and the extent it was practiced, and November 1950 covering the description, analysis, and
identified its dominant organizational culture type. It development of corporate group behaviors. Culture of a
was conducted in the Bukidnon State factory is its customary and conventional way of thinking and
University-Elementary Laboratory School (BukU-ELS) doing things, which is shared by all its members to a greater
during the School Year 2018-2019. The respondents were or lesser degree, and which new members must learn, and at
the purposively chosen twenty-one (21) ELS faculty least partially accept, in order to be accepted into service in
members. It utilized the descriptive research method the firm [4]. Simply put, to the extent that people can share
through the use of the Organizational Culture Assessment common wishes, desires, and aspirations, they can commit
Instrument (OCAI) developed by Cameron and Quinn. themselves to work together as one cohesive unit.
Findings revealed that all four (4) organizational culture
types were observed in the ELS work environment. The From this, several authors and theorists further
topmost strengths include commitment, emphasis on explicated the meaning of organizational culture. As indicated
innovation and development, setting measurable goals, in the Business Dictionary, organizational culture comprises
and following the established procedures. The dominant an organization's experiences, philosophy, expectations, and
organizational culture type is the Hierarchy culture. the values that guide member behavior, which in turn is
expressed in member self-image, inner workings, interactions
Keywords:- Organizational Culture, OCAI Instrument, ELS with the external world, and future expectations.
Work Environment.
Likewise, organizational culture is viewed as a set of
I. INTRODUCTION shared assumptions that guide collective behaviors, the
pattern of which are taught to new members as a way of
Culture is the social behavior and norms found in perceiving, even thinking and feeling. The way people set
human societies that have been developed over time and objectives, perform tasks, and administer the necessary
considered valid, based on shared beliefs, attitudes, customs, resources to achieve objectives, reflect organizational culture.
and written and unwritten rules. Theorists pointed out that It influences the way people and groups interact with each
culture is the collective programming of the mind that other, with clients, and with stakeholders [5].
distinguishes the members of one group or category of people
from all the others [1]. Culture is a set of commonly-held Years ago, most organizations looked the same.
values, behaviors, and beliefs by a society, derived as a However, today, new organizational culture models are
framework for understanding ‘primitive’ societies from the emerging, causing many organizations to rethink their
socio-anthropological perspective [2]. approach to culture altogether. Quinn and Rohrbaugh in 1983
authored the “Competing Values Framework” (CVF), and out
Looking at organizational culture, there now arises the of it, a method was developed to assess organizational culture
valid question whether there is any legitimacy in transferring called the Organizational Culture Assessment Instrument
the concept of culture to organizations. It can be understood (OCAI) [6]. From the framework, four organizational culture
that an organization is a collection of individuals formed into types emerged: Clan culture, Adhocracy culture, Market
a coordinated, interdependent system of specialized activities culture, and Hierarchy culture.
for the purpose of achieving certain goals over some extended
period of time [3]. Based on recurring features and themes in The organizations with the Clan culture resemble a big
the definition of culture, one can safely deduce that family whereby the leaders are seen as advisors, facilitators,
organizations also have a form of culture of their own. and team builders. United through loyalty or tradition,
members share much private information; the commitment of
The theme of culture in the organizational context was the members towards the organizations is high. Such
first underscored by Dr. Elliott Jaques in "The Changing organizations also emphasize long-term benefits in human
Culture of a Factory," a book he published in 1951. The book resource management. The metric for organizational success

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Volume 6, Issue 3, March – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
is hinged on people or persons, rather than things or products; productive, cohesive, and learning- and teaching-conducive
care for other people and sensitivity towards customers is school environment.
paramount.
It would serve as a guide to the present human resource
Adhocracy culture highlights output production that is environment and condition of the unit, and how it can
innovative and implements transformation. The organization proceed and generate the momentum for change leading to all
with this type of culture permeates a highly dynamic and kinds of positive results. To those outside of the BukSU-ELS
creative character. Further, the leadership has high innovative work unit or community, the organizational conditions, facts,
visions and members of the organization are willing to take findings, and other nuances herein contained, might find
risks. The organization governed by this culture type is similarity and would prove instructive and useful to effect
focused on growth and needs new resources. Success in the positive and desired outcomes within their own distinct
organization is achieved when new and unique products or organizational unit/s.
services are achieved or obtained [6].
Objectives
By contrast, Market culture in an organization as The study aimed to identify and gauge the four (4)
emphasizing on quality results in completing any tasks [7]. organizational cultures found in the BukSU-ELS work
Members of organizations governed by this culture are environment and the extent to which it was practiced,
competitive in achieving goals and put much emphasis on determine the strengths of each of the organizational culture
achieving set goals and targets. Reputation and success are type found, and identify the dominant culture within the unit.
highly valued.
Framework of the Study
On the other hand, Hierarchy culture is characterized by This study was anchored on the Competing Value
a formal and structured setup where maintaining the Framework Model (CVF) [12]. In the field of organizational
organization's efficiency, stability, and coordination is the research, the CVF as an organization model is very influential
priority [8]. Control is rigid and formal rules and policies and is widely used compared to other organization models
bind the organization. Smooth scheduling, [13]. The instrument used in the CVF model, the OCAI, has
organizationally-controlled task implementation, and been recognized as having high value in terms of validity and
low-cost human resource management define success, which reliability. In this model, four (4) types of organizational
in turn emphasize job guarantees. cultures are identified, vis, the Clan, Adhocracy, Market, and
Hierarchy cultures [6].
Discussions on the concept of organizational culture in
the academic setting have been an integral part of educational In Clan culture, the working environment is less formal
research. In fact, several studies on organizational culture and a friendly one, similar to a large family. The leaders or
were already conducted in the early twentieth century. Recent the executives are seen as father figures and mentors, wherein
studies have yet again revealed the relevance of this concept the organization is held together by a high sense of loyalty
in educational discussions today, especially concerning and tradition. There is great commitment and involvement
findings that describe the influence of organizational culture pervasive among members, and colleagues are effectively
on pertinent school variable outcomes, such as student bonded by morals. Furthermore, the organization emphasizes
achievement [9-11]. Moreover, the purpose of its existence is long-term Human Resource development, and success is
to improve internal solidarity and cohesion, improve defined within the person- and people-centered framework; of
economic efficiency and production, and stimulate addressing the needs of clients and caring for the people. The
employees' enthusiasm and creativity in the organization. organization encourages teamwork, participation, and
consensus.
Alongside this, the extensive research of Cameroon and
Quinn found out that though organizations have rarely had Adhocracy culture has a dynamic and creative working
only one sole organizational culture, most have developed a environment. Employees take risks. Leaders are not only seen
dominant culture-type. Every organization has its own as bold risk-takers, but creative and resourceful innovators as
combination of these four types of organizational cultures, well. Prominence is emphasized. Creativity has a high
albeit in varying degrees. premium, individual initiative and freedom is promoted
within the organizatin. Experimentation and innovation are
With these in mind, it is the intent of the researcher to the bonds that glue the organization together. To grow and
identify and gauge the extent of how the culture types were create new resources is the great and long-term goal. The
practice and applied, determine the dominant culture-type availability of new products or services is seen as a success.
within the Bukidnon State University–Elementary Laboratory
School (BukSU-ELS) work environment, and the strengths Market culture is results-based that emphasizes getting
and implications of the type or types present in the things done and finishing assigned work. In organizations
organizational unit. The result of this study would be of help governed by this culture, members are highly competitive and
to the leaders and members of the ELS Community, to focused on goals. Leaders are tough and hard drivers that
understand and become aware of the current and preferred have high expectations, producers, and rivals all at the same
culture among them, thereby ultimately leading to a more time. The emphasis on producing results keeps the
organization together. Reputation and success are the most

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Volume 6, Issue 3, March – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
important ethic that drive the organization onwards. Market BukSU is a premier state institution in the Province of
penetration and stock are what define success. The long-term Bukidnon and the whole of North Central Mindanao Island of
focus is on rival activities and reaching goals. Competitive the Philippines, with six (6) Colleges: Education, Arts and
prices and market leadership are important. This culture type Sciences, Business, Law, Nursing and Social Development
is based on dynamic competition. and Technology. The ELS belongs to the College of
Education (CoE), which is the flagship course of BukSU. The
On the other hand, a formalized and a structured work Institution submits to accreditation and standardization
environment is the main defining feature of the Hierarchy organizations like the Accrediting Agency of Chartered
culture. The ethos of procedure and order of leadership Colleges and Universities in the Philippines (AACCUP),
govern what members do. Leaders are proud of their International Organization for Standardization (ISO), and
efficiency-based coordination and organization, keeping the CHED-DBM State Universities and Colleges (SUC)
organization functioning smoothly. Order is most crucial. Levelling to continually provide quality instruction and
Formal rules, leadership, and policies hold the organization services to its stakeholders.
together. The long-term goals are stability and results, paired
with the efficient and smooth execution of tasks. Trustful The respondents of the study were all the twenty-one
delivery, smooth planning, and low costs define success. (21) teachers comprising the whole BukSU-ELS Unit.
Personnel management has to guarantee work and Sixteen (16) of them were females, and the remaining five (5),
predictability. males. All have “permanent-regular” status and have
participated in the AACCUP accreditation, ISO certification,
In this study, the indicators under each of the four (4) SUC leveling, and other high standard and recommended
culture types were used to identify the extent, strengths, and academic-related activities. They are supervised by a School
dominant culture type observed in the BukSU-ELS work Principal and headed by the CoE Dean. For ethical
environment. consideration, letters of consent were sent to the respondents,
and participation was voluntary.
II. METHODOLOGY
The data was gathered using the Organizational Culture
The study utilized the descriptive method of research to Assessment Instrument (OCAI) [6]. It is comprised of the
determine the strengths and implications of the types of four organizational culture types: Clan, Adhocracy, Market,
organizational cultures in ELS work environment and identify and Hierarchy, with four (4) indicators each. The data was
its dominant culture-type. It was conducted in BukSU-ELS statistically analyzed using the mean and the standard
Malaybalay City, Bukidnon, during the school year deviation. The following scoring was followed:
2018-2019.

Scale Range Qualitative Description Qualitative Statement

5 4.21 - 5.00 Strongly Agree The culture was observed in the ELS work environment all the time
4 3.41 - 4.20 Agree The culture was observed in the ELS work environment most of the time
3 2.61 - 3.40 Somewhat Agree The culture was observed in the ELS work environment sometimes
2 1.81 - 2.60 Disagree The culture was rarely observed in the ELS work environment
1 1.00 - 1.80 Strongly Disagree The culture was not observed in the ELS work environment.

III. RESULTS AND DISCUSSIONS type as observed in the ELS. Table 1 shows the indicators for
clan culture. A clan culture is a family-like or tribe-like type
The organizational culture types are discussed in the of corporate environment that emphasizes consensus and
tables that follow. The indicator with the highest mean in commonality of goals and values.
every table is considered the strength for the specific culture

Table 1. On Clan Culture Type

Indicator Mean sd Qualitative Description
The bond that holds my organization together is loyalty and tradition. Commitment to 4.00 1.15 Agree
this firm run high.
The head of my organization is generally considered to be a mentor, sage, or a father or 3.93 1.03 Agree
mother figure.
My organization emphasizes the human person/resources. High morale and cohesion in 3.93 1.03 Agree
the firm are important.
My organization is a very personal place. It is like an extended family. People seem to 3.73 1.03 Agree
share a lot of themselves.
Overall 3.90 1.06 Agree

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Volume 6, Issue 3, March – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
As shown in the table, the overall result is Agree, which Moreover, the College where the ELS belongs is
means that the culture was observed in the ELS work recognized as Center of Development by the Commission on
environment most of the time. The standard deviation Higher Education (CHED), and actively now in pursuit of the
indicates that the responses were spread out, but this culture Center of Excellence recognition. The College's Programs are
type was highly observed. The highest among the indicators mostly also working on AACCUP Level III accreditation.
is on loyalty, tradition, and commitment, which was agreed, This is the recognized highest level of accreditation, and the
and that these strengths were observed in the ELS work ELS faculty members are contributing greatly to achieving it.
environment most of the time.
This high level of selfless commitment jibes with what
The word commitment is highlighted in the Quality described about Clan culture [6], being less focused on
Policy of BukSU. The faculty members in the ELS adhere to control and structure, and where greater emphasis on
this by collaboratively working together to achieve the Vision flexibility and teamwork is underscored. With a Clan
and the Mission of the Institution. This is especially seen culture organization, employees are driven through shared
during accreditations, ISO certification, and SUC leveling, commitment, goals, and causes.
where everybody continues to work tirelessly to raise the
level of quality and stakeholder satisfaction. Due in large Table 2 presents the indicators for Adhocracy culture.
measure to these attributes of family-like teamwork and high Adhocracy oriented culture is dynamic and entrepreneurial,
commitment, the BukSU got granted the ISO 9001: 2008 with a focus on risk-taking, innovation, and “doing things
certification. first.”

Table 2. On Adhocracy Culture Type

Indicator Mean sd Qualitative Description
The adhesive that holds my organization together is a commitment to innovation 4.53 1.16 Strongly Agree
and development. There is an emphasis on being first.
My organization emphasizes growth in acquiring new resources. Readiness to 3.87 1.13 Agree
meet new challenges is important.
My organization is a very entrepreneurial and dynamic place. People are willing 3.8 0.94 Agree
to stick their necks out and take risks.
The head of my organization is generally considered to be an entrepreneur, an 3.6 0.99 Agree
innovator, or a risk-taker.
Overall 3.95 1.06 Agree

Table 2 reveals that the overall result is Agree, which together with all of BukSU’s personnel, work collaboratively
indicates that the culture was observed in the ELS work aiming to achieve its vision of becoming a leading learning
environment most of the time. The standard deviation shows institution in--and outside of--the Philippines even.
that the responses were heterogeneous. The emphasis on
being first is the topmost indicator which the respondents The finding indicating a very high commitment to
strongly agreed with. This has been observed in the ELS excellence and being ahead of the pack is in line with the
work environment all the time and is considered a salient prevalent feature about Adhocracy culture in an
strength in this study. organizational unit--that it is focused on the desired outcome
and is more forward-looking [6].
BukSU seeks to achieve the status of a premier
institution of innovative and ethical leaders for sustainable Table 3 displays the indicators for Marketing culture.
development, as stated in its vision. Its vision is its public The Market-oriented culture is results-oriented, with a strong
declaration to describe its high-level goals for the future, focus on competition, achievement, and "getting the job
what it hopes to achieve if it successfully fulfills its done."
organizational purpose or mission. With this, the ELS faculty,

Table 3. On Marketing Culture Type

Indicator Mean sd Qualitative Description
My organization emphasizes competitive actions and achievement. Measurable goals 3.87 0.99 Agree
are important.
What holds my organization together is the emphasis on tasks and goal 3.73 1.1 Agree
accomplishment. Production orientation is commonly shared.
My organization is very production-oriented. A major concern is with getting the job 3.67 1.05 Agree
done without much personal involvement.
The head of my organization is generally considered to be a producer, a technician, or 3.6 1.19 Agree
a hard-driver.
Overall 3.72 1.08 Agree

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Volume 6, Issue 3, March – 2021 International Journal of Innovative Science and Research Technology
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As exhibited in Table 3, the overall result is also Agree focus on efficiency, stability, and "doing things right." It
and had been observed by the respondents that the culture shows that the overall result is Agree. Just like the three (3)
exists most of the time. The standard deviation further other culture types mentioned, the Hierarchy type is also
indicates that the responses of the respondents were diverse, observed by the respondents most of the time in the ELS
much like clan and adhocracy. work environment. Similar to the other types of
organizational cultures in this study, the responses of the
In the academe, setting goals and objectives which are respondents, as shown in the standard deviation, were varied.
specific, measurable, attainable/achievable, relevant/realistic,
and time-based (SMART) is a must. This is the reason why it The highest indicator is on “established procedures
is in the uppermost indicator. The ELS also conforms to this generally govern what people do.” The offices, departments,
culture in its work environment as it creates verifiable and units in BukSU are governed by its respective procedural
trajectories towards a certain objective, with clear milestones and functional parameters. The procedures and functions of
and an estimation of the goal's attainability. each department or unit are specified in the Operational
Manuals. The ELS as a unit has its own manual in accordance
Table 4 reveals the indicators of Hierarchy culture. The with the University Code.
Hierarchy oriented culture is structured and controlled, with a

Table 4. On Hierarchy Culture Type

Indicator Mean sd Qualitative Description
My organization is a very formalized and structural place. Established procedures 4.33 0.62 Strongly Agree
generally govern what people do.
My organization emphasizes permanence and stability. Efficient, smooth 4.07 1.1 Agree
operations are essential.
The head of my organization is generally considered to be a coordinator, an 3.93 1.07 Agree
organizer, or an administrator.
The glue that holds my organization together is formal rules and policies. 3.8 1.03 Agree
Maintaining a smooth-running institution is important here.
Overall 4.03 0.95 Agree

The manual provides guidance for its faculty and staff strategy to be successful, particularly for large and dominant
to perform their functions correctly and reasonably efficiently. organizations [14].
It documents the approved standard procedures for
performing operations safely to provide quality services. IV. CONCLUSION
Historically, the Hierarchy culture was the ideal form of
leadership behavior because standardized rules and Currently, the ELS work environment is a dynamic
procedures make the lines of communication clear, leading to interplay of all four (4) types of organizational culture, with
an efficient and stable environment. the Hierarchy culture showing to be the prevalent and
dominant culture type. At the same time, it adheres to the
Table 5 conveys the summary of the Organizational age-old but innovative longings and dynamics of its faculty
Culture types. These types were arranged according to the striving hard in fulfilling the vision of the whole Universtiy to
mean, from the highest to the lowest. Through this, the becoming a premier institution of teaching and learning,
dominant culture type was identified. which is the hallmark of the Adhocracy culture. To achieve
this vision, the ELS faculty retains its high commitment to the
Table 5. On the Dominant Culture Type Institution and the individual persons and members that
Type Mean sd Qualitative comprised it, the strongest feature of the Clan culture type.
Description
Hierarchy 4.03 0.95 Agree Moreover, the ELS faculty incorporates the SMART
Adhocracy 3.95 1.06 Agree goals to help focus their efforts and increase the chances of
Clan 3.90 1.06 Agree achieving BukSU’s visions and goals, which is the hallmark
Market 3.72 1.08 Agree of the Market culture type. Clearly, there is a synergistic
interplay of the four (4) culture types at work, and the
BukSU-ELS organizational culture will have to be
It is highlighted that all four organizational culture types consistently adjusted, refined, and stimulated according to
exist and are in active interplay in the ELS work environment. necessity, reality, and the demands of the increasingly
Further, the dominant culture, as shown in the table, is the fast-paced times.
Hierarchy culture. The dominance of the hierarchy culture
indicates that structure, stability, and efficiency, are the As to how each of the four different organizational
central themes that are prevalent in the ELS unit. Stable culture types affect each other, the ideal levels for which they
environments produced in a hierarchical culture allow this overlap and interplay to achieve the maximum positive
results of a highly productive, united, and harmonious

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Volume 6, Issue 3, March – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
working environment of the Faculty within the BukSU-ELS [14]. Duncan, J., Gintei, P., & Swayne, L. (1996).
unit or community, and how it can affect and contribute to Competitive advantage and internal organizational
high levels of teaching and learning outcomes--is a further assessment. Academy of Management Executive,
subject of study that this researcher, or anyone for that matter, 12(8)1-12. Retrieved August 19, 2010, from
can explore in the near future. http://turbo.kean.edu/~jmcgill/assess.pdf

ACKNOWLEDGMENT

I sincerely give my deepest gratitude to my husband, to

my mentors in BukSU, and to the faculty of CoE-ELS.

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