WACHEMO UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

ORGANIZATIONAL CULTURE AND ITS ADAPTABILITY BY

EMPLOYEES: (IN THE CASE OF COMMERCIAL BANK OF
ETHIOPIA DURAME BRANCH)

PREPARED BY: TAMENE DINBORE

ID NO: WCU/R/ 13D1070

A RESEARCH PAPER SUBMITTED TO THE DEPARTMENT OF

MANAGEMENT FOR THE PARTIAL FULFILLMENT DEGREE OF
BACHELOR OF ARTS IN MANAGEMENT

ADVISOR: ZEWUDE K. (MA)

MAY, 2024

DURAME, ETHIOPIA
 ACKNOWLEDGMENT

First of all, my gratitude goes to almighty God who has helped me on all of my life and
whose offerings, forgiveness and mercy has been with me. Second, I would like to express
my deepest gratitude to my advisor zewude k.(MA) .for her comments, suggestion and
constructive advice on my research paper preparation. Next, my deepest and heartfelt thanks
go to my family and friends who supported me financially and morally during my education.

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 ABSTRACT

This study was designed to assess the organizational culture and its adaptability by employee
in Durame branch. The main objective of conducting this study is to deal with the different
problems related organizational culture to investigate the possible relation between workers
and managers. The relevant data were collected form primary and secondary sources
through the census survey method. The tools of data collection were questionnaire for
employees and structured interview for manager of organization. The secondarily data were
collected form published and unpublished materials which are available in organization. The
study population would be 42 employees and all of them were selected as a sample. The data
collected through questionnaire and interviews were processed through descriptive analysis
and were presented with tabulation and percentage. Majority of employees in organization
were married. This implies that they have additional responsibility. The existing culture of
Durame branch has an organizational culture that enables to improve employee life style. In
the organization, employees were motivating feel to work hard. The organization sometimes
conflict and grievances were allowed among the people. Some employees have an interest to
stay in the bank and some employees have no feeling to work with bank. Commercial banks
of Ethiopia have to improve working condition and offer better salary or incentive. The
researcher suggests that: by promoting different seminar and inviting different professional
to its company and they are to share their experience to employees of commercial bank of
Ethiopia. Commercial bank of Ethiopia has better balance between employee’s salary and
their work. In addition to that commercial banks of Ethiopia have satisfied its employee by
providing incentive to their especial activity.

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 TABLE OF CONTENTS

Contents Pages
ACKNOWLEDGMENT............................................................................................................I
ABSTRACT..............................................................................................................................II
TABLE OF CONTENTS.........................................................................................................III
LIST OF TABLES....................................................................................................................V
CHAPTER ONE:.......................................................................................................................1
INTRODUCTION.....................................................................................................................1
1.1 Background of the study..................................................................................................1
1.2 Statement of the problem.................................................................................................2
1.3 Research question.............................................................................................................2
1.4 Objective of the study......................................................................................................3
1.4.1 General objective.......................................................................................................3
1.4.2 Specific objectives.....................................................................................................3
1.5 Significance of the study..................................................................................................3
1.6 Scope the study.................................................................................................................3
1.7. Limitation of the study....................................................................................................4
1.8. Operational and conceptual definition of the key terms.................................................4
1.8.1 Operational definition................................................................................................4
1.8.2 Conceptual definition................................................................................................4
1.9. Organization of the paper................................................................................................4
CHPTER TWO:.........................................................................................................................5
REVIWE OF RELATED LITERATURE.................................................................................5
2.1 Definition of organizational culture.................................................................................5
2.2 Elements of organizational culture...................................................................................5
2.2.1 Artifact and Creation (level one)...............................................................................5
2.2.2 Value level tow..........................................................................................................6
2.2.3 Basic underlying assumption or norms (level three).................................................6
2.3 Dimension (characteristics) of the organizational culture..............................................6
2.4 Types of organizational culture........................................................................................6
2.4.1 The bureaucratic or role colure..................................................................................6
2.4.2 The power culture......................................................................................................7
2.4.3 Task or matrix achievement culture..........................................................................7

III
 2.4.4. Personal or support culture.......................................................................................7
2.5 The role of culture in the organization.............................................................................7
2.6 The dimension of culture difference among nation.........................................................7
2.7 How leader manage culture..............................................................................................8
2.7.2 Deciding what to measures and control.....................................................................8
2.7.3 Reaching to crisis.......................................................................................................8
2.7.4 Role modeling............................................................................................................9
2.7.5 Allocating rewards.....................................................................................................9
2.8 Employees commitment...................................................................................................9
CHAPTER THREE:................................................................................................................10
RESEARCH METHODOLOGY.............................................................................................10
3.1 Research design..............................................................................................................10
3.2 Target population...........................................................................................................10
3.3 Sampling procedure........................................................................................................10
3.4 Types and sources of data..............................................................................................11
3.4.1 Types of data...........................................................................................................11
3.4.2 Sources of data.........................................................................................................11
3.5. Methods of data collection............................................................................................11
3.6. Methods of data analysis and presentation....................................................................11
3.7. Ethical consideration.....................................................................................................11
CHAPTER FOUR:...................................................................................................................12
DATA ANALYSIS, INTERPRETATION AND PRESENTATION.....................................12
4.1 Background of respondents............................................................................................12
4.2 Analysis of interview.....................................................................................................21
CHAPTER FIVE:....................................................................................................................22
SUMMARY OF FINDING,CONCLUSION AND RECOMANDATION............................22
5.1 Finding...........................................................................................................................22
5.2 Conclusions....................................................................................................................22
5.3 Recommendations..........................................................................................................23
REFERENCES........................................................................................................................25
APPENDIX..............................................................................................................................26

IV
 LIST OF TABLES

Table 4.1: Personal information...............................................................................................12

Table 4. 2: Existing culture on living style..............................................................................14
Table 4. 3: Attitude of employees to work hard.......................................................................15
Table 4. 4: Attitudes of employees toward work performance................................................15
Table 4. 5: Organization culture and its adaptability by employee..........................................16
Table 4. 6: Impact of organizational culture on job.................................................................16
Table 4. 7: Differences of organizational culture with others..................................................17
Table 4. 8: Rate of organizational culture................................................................................17
Table 4. 9: Conflict on serious grievances...............................................................................18
Table 4. 10: Regular meeting to coordinate departments on job.............................................18
Table 4. 11: Supervisor spend enough time to solve problem.................................................19
Table 4. 12: Advantages of supervisor to organization and employees...................................19
Table 4. 13: Rule and regulations on employees’ activity.......................................................20
Table 4. 14: Salary compared with work loads........................................................................20
Table 4. 15: Interest of employee to stay in bank....................................................................21

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 CHAPTER ON

INTRODUCTION

1.1 Background of the study

Organization culture is the concept a developed by research to explain the values,

psychology attitude, belief and experience of the organization. Generally speaking, it is
viewed the shared norms and values of the individual and groups within organization.
Through this set of mutual understanding , organizational culture control the individual
interact with each other within the organization as we as with customer supplier and the
other stock holder existing outside the boundaries of the organization (Steven McCain,
2005).

The topic of the organizational culture has been studied by the researchers from diverse
field Those are sociology and as well as applied displays such as management sciences
and organizational behavior have the offered their perspectives and what is . Although it
might not be possible of or one definition to suite all fields. There is general agreement
among the researches on various aspects of the organizational culture (Steven McCann,
2005).

The manager and executive with an organization have a significant on the culture because
of the role in making decision but they are not the only member of work community ,in
reality all employees contribute of the culture in the environment of the work place is the
result of weakness, strength, life experiences and education of in very one who is part of the
organization work force (Steven McCann, 2005).

Since, organization culture involves shared expectation, values and attitude, its expert
influence an individual, groups and organizational process. For example, member is influence
to be good citizens and to go along. Thus, if quality customer services important in the
culture then individual are expected to adapt this behavior. Thus if on the other hand adhering
to a specific set of the producers in dealing with the customer is the norms then these types of
behavior would be expected, recognized and rewarded. Researchers who suggested and
studied adaptability of culture on employees indicate that in provided s and encourages by an
organizational culture is able to attract, develop and retain top quality employees because of
the firm stability and the pride identify that goal being a part of the Disney team (Steven
McCann, 2005).

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1.2 Statement of the problem

In a completive environment it is challenging task to ensuring smooth and orderly function

the organization. Employee are most valuable to be coming enemies of the adaptability
during the on brooding process, a time when they are blank slates seeking to understand both
an organization informal culture and formal expectation (Diclinous, 2000). Yet organization
obtain fail to address adaptability during on boarding, leading to incorrect conclusion and a
missed opportunity. When an organization failed to address adaptability during on boarding,
new employees may come to understand whether accurate or nations revolve around fear of
failure (Meshan and Glints, 1994).

Such a conclusion can be reached at the organization levels and draw during on boarding,
through a new employee’s predilection of organizational culture. One of the first experiences
with the larger organization to failure can easily be interpreted by new employees as
disinterest innovation and fear or failure (Smirch, 1983). With their drive try to and to fit in to
organization culture not saying anything about adaptability or experimentation during the
on boarding process still says something to new employee and the was particular sensitive to
the message, such as conclusion at the individual level could be reached during on boarding
or even in early work interaction.

As the researcher, get information from the respondents and his observation there are some
problems in the bank, such as mismatch between workers skill and new technology, lack of
communication between employees, Inability to adapt new technology, rigidity and fear of
employees.

1.3 Research question

This study answered the following question

 What is the existing culture of Durame branch?

 How much the existing employees are committed to the organization?
 What is importance of organizational culture for employees on the performance?

1.4 Objective of the study

1.4.1 General objective

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 The general objective of this study was to assess the organizational culture and its
adaptability by employee in Durame branch

1.4.2 Specific objectives

The following points are the specific objectives of this study

 To identify the existing culture in Durame branch

 To find out the degree extent of employees adaptability to the organization
 To examine how organizational culture affects and guides the behavior of employees

1.5 Significance of the study

This study will have a various importance for the research to have more and detailed
experiences on research and it enable other researcher to use it as reference for the further
study.

It will help an organization to reduce the give problems through using solution that obtained
from this study. This study also helps new research organizations and the other concerned
bodies. For the concerned oldies its will help associates economic development though giving
recommendation on other draw.

1.6 Scope the study

The study was delaminated methodologically, geographical and conceptual

Geographically, it was conducted only in Durame branch. And researcher not studied overall
the commercial banks of Ethiopia.

Conceptually, the research focused only the assessment of organizational culture and its
adaptability by employee on and it may not represent the other factor that affect Durame
branch. The other things are that might get match information from the different branches
through different sources. Therefor this study focused only in durame branch.

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1.7. Limitation of the study

This study have some limitation on side of respondents; there was no enough time to give full
information on the questionnaire that was given them, Lack of professional experience of the
researcher.

1.8. Operational and conceptual definition of the key terms

1.8.1 Operational definition

Organizational culture: the values and behaviors that contribute to unique social and
psychological environment of an organization.
Cultural adaptability: it is having and adapting of an organizational culture with our existing
and new one form the other organization.
1.8.2 Conceptual definition
Organizational culture: is the set of shared assumption, values and norms that identifies what
the organization consider an important how employees donning and manage jobs.
Cultural adaptability: it is the ability to change to fit new circumstances and it is crucial skill
for leaders. Peoples of different culture and cultural important how employees doing and
manage jobs.
Cultural adaptability: it is the ability to change to fit new circumstances and it is crucial skill
for leaders, Peoples of different culture and cultural adaptability has become a leadership
imperative.

1.9. Organization of the paper

This study contained five chapters. The first chapter consists of background of the study, the
statements of the problems, the objective of the study, the cope the significance of the
study .Chapter two deals about review of the related literature. Chapter three includes a
research methodology. Chapter four deals with data analysis and interpretation, finally,
chapter five contains conclusion and recommendation.

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CHPTER TWO: REVIWE OF RELATED LITERATURE
2.1 Definition of organizational culture

According to NOE; (1996) culture is set of shared assumptions, values and norms that
identifies what the organization consider and important how employees in the doing manager
should have. Culture is the system of share values and belief that produce norms of behavior
(Smirch, 1983). According to Anglo kinkiness (1992), culture can be the style of dress they
use jargons that are suitable and used for the task of the organizations ways of doing things. It
expresses social ideas and beliefs that the organizational member come to share manifests in
symbolic devices such as myth, rituals, legends stores and specialized language. Mesh and
Diclinous(2000), tried to define the organizational culture in the way that the basic pattern
of shared assumption values beliefs governing the was employees within organization think
about set on problems and Opportunities

2.2 Elements of organizational culture

Many definition of organization culture has been proposed, almost all of them states that
there are different ingredient that constitute as the organization culture (nelson and Quick,
1997) Culture involves there levels. These levels range from visible artifact and creation to
testable values and even precious basic assumptions.

2.2.1 Artifact and Creation (level one)

Artifact are the organization visible structure and process they are what the observer as see,
hear and feel about in organization ( Wrightnose,2=1996). This includes an organization
physical environment, its technology and products that employees dress behavior toward one
another stores they tell about organizational and its leaders. Mesdames nag Glico ( 2001)
define artifact at the“ the observation symbol and sign of an organizations culture including
its physical structure ceremonies, languages and stores “personal enactment is the behavior
that reflects the organization culture through the examination of behavior that reflects the
organization culture through the examination of the behavior that reflect the organizations
culture .

2.2.2 Value level tow

Value is things that the members of an organization collectively see as important and with
consequently tend to guide their behavior Sandler (2002). Every organization has a

5
distinctive set of the values spoken and unspooks which any guide how people interest in the
organization. Although there might not always be universally accepted set of standards,
nevertheless most of the people working in the organization see the have pert good idea of
what the culture at large considers important many or the is values, standard s seem from
the words and deeds of the management in their day to day operation ( Singh and chbahar,
2002)

2.2.3 Basic underlying assumption or norms (level three)

This is at the core deepest level of an organization culture. According to (Wright and
noel ,1999) basic underline assumption defined as “ shared views that are taken for
guaranteed and considered as on negotiable . The members of the organizational may
not be aware of their assumption and may not be unwilling or unable discusses them or
change them ( nelson and quick 1998 ).

2.3 Dimension (characteristics) of the organizational culture

Organizational culture has its characteristics dimensions that are interdependent on each
other. The presence of this dimension used to understand the organization culture. Moreover,
culture should have distinct characteristics that can be defined and measured. When we
combine and see this dimension and use for the differentiating one organizations culture for
mother (Robbins, 1995).

2.4 Types of organizational culture

According to sandier (1998) culture can be categorized in to four different aspects. These are
described below:

2.4.1 The bureaucratic or role colure

This organization has formal structure and operated by well-established rule and procedures
job description. Definite task for each person job and procedure and established for many
work routines, communication between individual department and settlements as disputes
appeals. Members of the culture are “to do things right but not necessarily in do right thing,
the organizational structure defines authority and responsibility to individual manners.

2.4.2 The power culture

The powerful individual at the center who controls all resources and makes all decision
dominates. The members of this culture organization with such culture can achieve

6
outstanding performance of for a time as long as the source of power has strength sense of
direction exercise sound judgment make the right decision behave with integrity and wins
loyalty form the other.

2.4.3 Task or matrix achievement culture

On these culture there is no dominant or clear particular concern in this culture is to get the
job done. There for who are paramount are the experts with able to accomplish a particular
aspect of the task organization power over distributed to employees up on competence and
experts. So there was high job satisfaction the value will include the achievement.

2.4.4. Personal or support culture

This type of culture is formed in an organization whose purpose is to serve the interest of the
person or individual with in it. This individual is very important and the organization culture
and system are designed to facilitate and support the work individual with earns.

2.5 The role of culture in the organization

Organizational culture plays important role in the organization it has a culture that meet its
operating environment. According to sign and cobra (2000), culture casernes to critical
function in the organization. The first role is creates internal integration in the organization.
In addition, it shows acceptable and what is not acceptable behavior in organization is. This
lead them collecting identify and know how to work together effectively to meet the
organization objectives and response rapidly to customer needs and the moves of the
computation. Finally the organization culture can act as a boundary that differentiates one
organization form the other. This may encourage employee’s sense of identity. If it is strong
accept by numbers it generates commitment to the organization and can act as a rule and
regulation control mechanism. Because this is not like a written rules and regulation rather if
it is mind rules benefit that performance people to behave (Robbins, 1999)

2.6 The dimension of culture difference among nation

Organizational Culture has dimension that different one organizational culture form the
others national culture. These dimension can be used a method for describing culture. In
terms of five dimension (Neel Wright, 1999). Individual collectivism: the degree to which
people act as individual rather than as member of group. The in structure that emphasize
individualism people are expected to take care proud our personal accomplishment in a
culture where collectivism is strongly people are expected the look after the community and

7
they are expected to get support from the community when the need it. Uncertainty
avoidance: describes the degree to meet people preferred in structure rather than unstructured
situation. A culture with strong uncertainty avoidance, favors structure situation. These types
of culture socialize people to seek security through clear rules form to act. On the other hand
in a culture with the work uncertainty avoidance, people copy not warning to much about the
future they are flexible and take each day as it comes. Long and short term orientation: This
describes the degree to which culture focus on the future rather than past and present.
Culture with long term orientation such traits as thirty as persistence. They can be a wise of
where people from specific country tend to fall a long each dimension preparing them
for the cultural difference that are likely when working people from those country .

2.7 How leader manage culture

Managing organizational culture is difficult because managers well as non-managers

employees are part of it and share its assumption. However, this task in not optional if
managers are interested in organizational behavior. Rather managing culture is necessary
part of leading in the world of ( Schien , 1996) leader do not have a choice about whether
or not to communicate (culture contain) they only have a choice about how much to
manage what they communicate”

2.7.2 Deciding what to measures and control

Employees are acutely of what their bosses measure and control workers who get paid by
piece will care about how much they produce or if the vice presidents routinely focuses on
costs when evaluating a proposal, people planning it will speed a lot of time estimating
costs. Employees are effected when the both in consistent in such causes, they devote a lot of
general to predicting what was measured and trying to figure out the bosses motivates
(Wright and noel,19992).

2.7.3 Reaching to crisis

During crisis emotion runs highly as peoples strive to resolve the crisis and reduce their on
anxiety, they notice how the organization leaders behave more than at other times employees
are recites to information about underlying assumption consequently, crisis are important
times for creating and transmitting organizational culture . The types of culture influence
not only how leaders behave but what they define as a rises in first place ( Wright and
noe ,1995)

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2.7.4 Role modeling

In organizational culture role models who embody the attribute are known as her soles of
curses, this needs not be managers. The organization myths and legend tell of remarkable
deeds by the organization heroes not be manager in which their behavior expiries a value or
underlying assumption of the culture (conger, Patrick Noel, 2005)

2.7.5 Allocating rewards

Organization has many ways to rewards employees Favorable performance appraisal pay
increases, promotion, bonus, a reward and praise. The criteria for allocating rewards provide
employees with information about the organization culture. Managers consequently an in
consequently disseminate values by choice s they make to reward and how generously to
reward it (Wright and noel,, 1995)

2.8 Employees commitment

The most widely accepted and used definition for commitment is that of porter, stress
Monday and Boolean( 1994) which state that commitment the relative strength of individual
identification and involvement in a particular organization “According to specter ( 200) three
psychologically factors describe commitment

 An acceptance of the organizations goals and values

 Willingness to work hard for the organization

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 CHAPTER THREE:

RESEARCH METHODOLOGY

3.1 Research design

The researcher used descriptive types of research. Because of descriptive study was under
taken in order to ascertain and able to the properties of variable of interest in situation. Quit
frequently was undertaken in the organization to describe the properties of a group of
employees. And also to understand the characteristic of the organization that follows certain
common practices.

3.2 Target population

Target population of this study was all employees and managers of the organization in
commercial bank of Ethiopia in durame branch. Total population in this organization is 42.

3.3 Sampling procedure

To determine the study the researcher used only census survey methods due to small number
of total population. There for, no need to take either probability or non-probability sampling
method. Total populations in the organization are 42.

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3.4 Types and sources of data

3.4.1 Types of data

The researcher used both qualitative and quantitative types of data for this study

3.4.2 Sources of data

To conduct this study the researcher used both primary and secondary sources of data.
Primary data source was collected from respondents through distributing questionnaire,
asking interviews that either written or oral. Secondary sources of data were gathered from
the documented data about the organization which is published and unpublished materials
records and documents of the organization.

3.5. Methods of data collection

There are different methods or tools of data collection. For example interview focus group
discussion, books questionnaire and observation. But for this research, the researcher used
both close ended and open ended questionnaire and unstructured interview to collect data. For
open ended questionnaire the respondents was asked to support their own judgments and for
close ended questionnaires the respondents was asked to select their own answer for the given
list.

3.6. Methods of data analysis and presentation

After the finishing the data collection, the researcher organized and analyze the data through
descriptive methods. Using this method the data was collected by questionnaire and interview
was parts through the process of coding and editing the edited data was summarized from the
statements percentage and tabulation. In addition to the analyze part in cooperates in
percentage. Finally, the result of the analysis was interpreted or presented correctly.

3.7. Ethical consideration

To carry out the study, the researcher communicated with many respondents. Thus the data
was collected to be kept confidentiality and exclusively used for only academic purposes. The
researcher was informing to the respondents the content and the aims of the study prior to
administration any instrument.

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 CHAPTER FOUR:

DATA ANALYSIS, INTERPRETATION AND PRESENTATION

This chapter deals briefly describes the organizational culture and its adaptability by
employee in durame branch. All information were presented in this chapter are collected by
using questionnaire and interviews, assessment of documents like, proclamation and
unpublished materials obtained from the commercial bank of the Ethiopia Durame branch. To
gather primary data a researcher were distributed a total 42 questionnaire for permanent
employees who are working in durame branch. All of distributed questionnaires were filled
properly and returned to the researcher. Finally, this part of paper analyses, presented and
interpreted data obtained from the respondents of Durame branch as follow:

4.1 Background of respondents

TABLE 4.1: PERSONAL INFORMATION

No Item Responses Frequency Percentage (%)

Male 34 80.95
1 Sex Female 8 19.05
Total 42 100
18-25 12 28.57
2 26-35 24 57.14
Age (in years) 36-45 5 11.91
Above 46 1 2.38
Total 42 100
College diploma 3 7.15
3 Educational level BA degree 34 80.95
Master’s degree 4 9.52
Above masters 1 2.38
Total 42 100

1-3 15 35.72
Year of service 4-6 21 50

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 4 (in years ) 7-10 4 9.52
Above 10 2 4.76
Total 42 100
Below 4000 - -
5 Salary (in birr) 4001-8000 4 9.53
8001-10,000 32 76.19
Above 10,000 6 14.28
Total 42 100
Single 18 42.86
6 Marital status Married 24 57.14
Windowed - -
Divorced - -
Total 42 100
Source: own survey, 2024

According to information in table 4.1, item 1 sex distribution the majority of respondents
which accounted about 34(80.95%) were male and 8(19.05%) were females. Regarding to
this age of respondents about 12(28.57%), 24(57.14%), 5(11.91%) and 1(2.38%) of
respondents are age between 18-25, 26-35, 36-45 and above46 respectively. This implies
majority of employees in durame branch age between 26-35.

Based on above table 4.1 item 3, educational level around 34(80.95%) respondents have BA
Degree. The remaining 3(7.15%), 4(9.52%) and 1(2.38%) of respondents of educational level
are collage diploma, master’s degree and above master’s degree respectively. Due to that,
dominant employees of Durame branch were BA degree holders.

As shown above table 4.1 item 4, half of respondents have 4-6 year work experience, which
account 21(50%) respectively. The remaining 15(35.72%), 4(9.52%), 2(4.76%) respondents
were said 1-3, 7-10 years and above 10 years work experience respectively, which implies,
employees of Durame branch were well experienced and they are most adapt their culture
high.

Regarding to the above table 4.1 item 5, majority respondents salary is 8001-10,000 ET birr,
they are 32(76.19%) on the other hand, there is no employee who get below 4000, 4(9.53%)
respondents replies 4001-8000 and 6(14.28%) of respondents said, above 10,000.

13
Finally, according to above table 4.1, item 6 majority of respondents are married which
expressed in percentage around 24(57.14%) and the remaining 18(42.86%) of respondents
are single or unmarried. So, employees of Durame branch were married.

TABLE 4. 2: EXISTING CULTURE ON LIVING STYLE

Item Responses Frequency Percentage

Do you agree that the Strongly agree 14 33.33

existing culture in your
Agree 22 52.38
organization enables you to
improve your living style? Neutral 6 14.29

Disagree - -

Strongly - -
disagree

Total 42 100

Source: own survey, 2024

As indicated on the above table 4.2, out of the total respondents 14(33.33%) of responses is
strongly agree, also 22(52.38%) of respondents are said agree and about 6(14.29%) of
respondents replies neutral. Generally, majority of respondents said agree that means the
culture of Durame branch are play a vital role on improving employees living style.

TABLE 4. 3: ATTITUDE OF EMPLOYEES TO WORK HARD

Item Responses Frequency Percentage

The attitude of employee to Positive 9 21.43

work hard in organization?
Average 25 59.52

14
 Negative 8 19.05

Total 42 100

Source: own survey, 2024

Based on the above table 4.3 out of 38 respondents about attitudes of employees to work
hard in the organization about 9(21.43%) of respondents were responses and 25(59.52%) said
average and 8(19.05%) respondents replies nonnegative. Based on the above information, a
researcher concludes that, attitudes of employees to work hard in the Durame branch is
average.

TABLE 4. 4: ATTITUDES OF EMPLOYEES TOWARD WORK PERFORMANCE

Item Responses Frequency Percentage (%)

Here every body works Strongly agree 20 47.62

his or her job no body
Agree 12 28.57
care about the others
work? Neutral 6 14.28

Disagree 1 2.38

Strongly disagree 3 7.15

Total 42 100

Source: own survey, 2024

Based on the above table 4.4, out of total respondents 20(47.62%) of respondents said,
strongly agree, 12(28.57%) were agreed, 6(14.28%) respondents said neutral, 1(2.38%) of
respondents replies disagree and 3(7.15%) of respondents said strongly disagree. Majority of
employees in durame branch have very high attitudes of performance of the work.

TABLE 4. 5: ORGANIZATION CULTURE AND ITS ADAPTABILITY BY EMPLOYEE

Item Responses Frequency Percentage (%)

In your organization a Strongly agree 5 11.90
given culture and its Agree 9 21.43
adaptability of Neutral 16 38.10
employee have good Disagree 8 19.05

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relation? Strongly disagree 4 9.52
Total 42 100
Source: own survey, 2024

According to the above table, about 16(38.10%) of respondents were said neutral, the
remaining 5(11.90%), 9(21.43%), 8(19.05%) and 4(9.52%) of respondents were said,
strongly agree, agree, disagree and strongly disagree. As a result, Durame branch employees
are neutral on organizational culture and its adaptability, which implies they are not adapting
organizational culture.

TABLE 4. 6: IMPACT OF ORGANIZATIONAL CULTURE ON JOB

Item Responses Frequency Percentage (%)

Do you think that the existing Yes 42 100

culture in your organization
No - -
have positive impact on job?
Total 42 100

Source: own survey, 2024

Base on the above table 4.6 all respondents in the commercial bank of the Ethiopia Durame
branch said, yes. Which account 42(100%). So, all employees of the commercial bank of
Ethiopia agreed that, organizational culture have a great impact on the job.

TABLE 4. 7: DIFFERENCES OF ORGANIZATIONAL CULTURE WITH OTHERS

Item Responses Frequency Percentage (%)

Do you think that there is Yes 33 78.57

culture of organization which
No 9 21.43
differentiates your
Total 42 100

16
organization from others?

Source, own survey, 2024

Based on above table 4.7, out of 38 respondents, 33(78.57%) said yes, the remaining
9(21.43%) of respondents replies no. which implies, majority of employees said, in the
organization is there have an organization culture that differentiate Durame branch from the
others. Thus, they use their techniques to gain quality of service.

TABLE 4. 8: RATE OF ORGANIZATIONAL CULTURE

Item Responses Frequency Percentage (%)

How do you rate your Very high 6 14.29

culture adaptability of
High 14 33.33
your organization?
Moderate 18 42.86

Low 4 9.52

Very poor - -

Total 42 100

Source: own survey, 2024

Based on above table 4.8, a researcher able to understand that, about 14(33.33%), 6(14.29%),
18(42.86%) and 4(9.52%) of respondent said, high, very high, moderate and low respectively.
Based on this, a researcher concluded that, majority of employees said moderate, which
account 18(42.86%). Thus, employee of Durame branch, there is a moderate cultural
adaptability.

TABLE 4. 9: CONFLICT ON SERIOUS GRIEVANCES

Item Responses Frequency Percentage (%)

Conflict allowed growing Strongly agree - -

on serious grievances
Agree 10 23.81
among people to such
Neutral 22 52.39

17
extent that affect work
schedule?
Disagree 5 11.90

Strongly disagree 5 11.90

Total 42 100

Source, own survey, 2024

Based on the table 4.9, out of the 38 respondents 10(23.81%) were said agree, 20(52.63%) of
respondents said, Neutral, 5(11.90%) and 5(11.90%) of respondents were said disagree and
strongly disagree respectively. Thus, based on above information a researcher conclude that,
in the Durame branch sometimes conflict are allowed on serious grievances but some time
not.

TABLE 4. 10: REGULAR MEETING TO COORDINATE DEPARTMENTS ON JOB

Item Responses Frequency Percentage (%)

Regular meeting are Strongly agree 26 61.90

leads to facilitate
Agree 8 19.05
various department
together and plan to Neutral 8 19.05
coordinate effort in
Disagree - -
work?
Strongly disagree - -

Total 42 100

Source: own survey, 2024

Based on above information, 26(61.90%), 8(19.05%) and 8(19.05%) of respondents were

said, strongly agree, agree and neutral respectively. This implies majority of respondents
were strongly agreed on held meeting to coordinate departments. A researcher were conclude
that, the regular meeting were held to facilitate various department together and plan to
coordinate effort in work.

TABLE 4. 11: SUPERVISOR SPEND ENOUGH TIME TO SOLVE PROBLEM

Item Responses Frequency Percentage

18
 (%)

Whenever you go to your supervisor Yes 42 100

with job related problems, the spent
No - -
enough time work with specific
solution? Total 42 100

Source: own survey, 2024

Based on the above table 4.11, all respondents said, yes. When some problem raised in the
organization spent enough time work with employees, which count 42(100%). As a result, the
researcher conclude that an employees of Durame branch were highly stand to solve some
job related problem to reduce risk and to effectively achieve organizational goals.

TABLE 4. 12: ADVANTAGES OF SUPERVISOR TO ORGANIZATION AND EMPLOYEES

Item Responses Frequency Percentage (%)

To what extent supervisor is Very large 20 47.62

importance for organization as
To large 11 26.19
well as employees?
Moderate 9 21.43

To small extent 2 4.76

Total 42 100

Source: own survey, 2024

According to the table 4.12 out of 42 respondents about 20(47.62%) of respondent said to
very large extent. The remaining 11(26.19%), 9(21.43%) and 2(4.76%) of respondents said,
to large extent, moderate and to small extent respectively. As a result researcher concludes
that a manager of bank is strongly reacting with organization employees and he is expected
that, he bring effectiveness of service.

TABLE 4. 13: RULE AND REGULATIONS ON EMPLOYEES’ ACTIVITY

Item Responses Frequency Percentage (%)

Many rules and regulations Very large - -

are guide the activities
To large 9 21.43

19
what we dress to talk?

Moderate 22 52.38

To small extent 11 26.19

Total 42 100

Source: own survey, 2024

Based on the above table 4.13, 9(21.43%) of respondents said to large extent, 22(52.38%) of
respondents replies, to moderate extent and the reaming 11(26.19%) of respondents said to
small extents. This implies that majority of respondent’s replies that, rules and regulations
guide the only activities at moderate level. Based on this a researcher concludes that, rules
and regulations that were exercised in the bank not total applied.

TABLE 4. 14: SALARY COMPARED WITH WORK LOADS

Item Responses Frequency Percentage (%)

Your salary is Satisfied 5 11.91
compared with your Fairly satisfied 14 33.33
load is satisfied in ? Not satisfied 23 54.76
Total 42 100
Source: own survey, 2024

Regarding to the above table 4.14, about 23(54.76%) of respondents said, not satisfied, which
implies majority of respondents are not satisfied with their salary. On the other hand the
remaining 14(33.33%) and 5(11.91%) of respondents said, fairly satisfied and satisfied
respectively. So, employees of bank were not satisfied with the salary that is paid to their
contribution in the organization.

As respondents suggest, they are dissatisfied with their salary, because of the work load is
very high but the paid salary is not match with their effort. Based on this a researcher
conclude that employees a lot of time with a lot loads, but the payment were not matched
with the employees tiredness.

TABLE 4. 15: INTEREST OF EMPLOYEE TO STAY IN BANK

Item Responses Frequency Percentage (%)

Do you have interest Very high 10 23.81

20
to stay in? High 12 28.57
Medium 11 26.19
Low 9 21.43
Very low - -
Total 42 100
Source: own survey, 2024

As indicated on above table 4.15 most of respondent’s responses about 12(28.57%) said high.
The remaining, 10(23.81%), 11(26.19%) and 9(21.43%) of respondents said very high,
medium and low respectively. Regarding on this a researcher conclude that employees that
employed in Durame branch have interest to stay in the bank, but some employees have
interest to stay in the organization.

4.2 Analysis of interview

In this part briefly discussed the interview result. According to suggestion of manager of
commercial bank Durame branch.

Existing culture in the bank is well established and also manager believes that existing culture
in the bank is well established and it can achieve organizational goals and objectives.
As manager recommends the Durame branch provide a good service to the customers that
help the organization to achieve goals and objectives.
In the organization, organizational culture is strongly adapted by the employees. It also
adapted by their seniorities will adapt culture more than that of junior officers. Which implies
that the level of employee culture adaptability is very strong? As recommended by manager
commercial bank Ethiopia; Durame branch the organization uses performance managing
system to handle existing organizational culture. Based on the analysis we can conclude that,
the organization is using very suitable to manage their existing cultures.

CHAPTER FIVE:

SUMMARY OF FINDING, CONCLUSION AND RECOMANDATION

5.1 Finding

21
  The demographic profile of respondents shows that the majority are male (80.95%),
between 26-35 years old (57.14%), have a BA degree (80.95%), and 4-6 years of
work experience (50%). Most employees are married (57.14%).
 The existing organizational culture is perceived to positively impact employees' living
standards, with a majority agreeing (33.33% strongly agree, 52.38% agree) that it
enables improved living.
 Attitudes towards work are average, with 59.52% rating it as average. However,
attitudes towards individual work performance are very high, with 47.62% strongly
agreeing that everyone focuses on their job.
 Perceptions of the relationship between organizational culture and adaptability are
neutral (38.10%). This indicates room for improving employee adaptation to the
culture.
 All employees (100%) agree the culture has a positive impact on their job. Most
(78.57%) feel it differentiates the bank. Adaptability is rated as moderate (42.86%).
 Conflict management needs strengthening as responses were mixed on whether
grievances affect work (23.81% agree, 52.39% neutral).
 Meetings are effective for coordination (61.90% strongly agree) but rules are only
moderately guiding (52.38%).
 Most employees (54.76%) are dissatisfied with salary relative to workloads. However,
interest in staying is high (28.57% high, 23.81% very high).
 In summary, while organizational culture benefits the job and differentiation,
adaptability and conflict management require improvements to fully harness
employee potential and engagement.

5.2 Conclusions

On the basis of major finding the following are made as the finding employees of commercial
bank of majority of employees in bank were male it counts 34(80.95%). In the organization
majority of employees are BA degree holders.

Based on the major finding employees in the bank were relatively young and economically
active, and also most respondents have 4-6 years’ work experiences, which account 19(50%).
Majority of employees in organization were married. This implies that they have additional
responsibility. The existing culture of Durame branch has an organizational culture that
enables to improve employee life style. In the organization, employees were motivating feel

22
to work hard. Employees were not care about what other do, rather than what they do.
According to the major findings given culture in bank and employee have neutral relations to
adopt, which implies their culture adaptability is very low. Discussed in the major finding
organizational culture have the positive impact to achieve organizational goals and
objectives. In the Durame branch have the own culture that differentiate it from the other
banks. Employees of bank rate very high that existed in the banks, that means, they adapt
existing culture very high.

As shown in the analysis part in the organization sometimes conflict and grievances were
allowed among the people. In the bank most of the time regular meetings were held to
facilitate various departments with together.

Supervisor of bank most of time spent his time working with employees to solve job related
problems and also a supervisor is very important to the organization as well as to the
employees in order to achieve their goals. At moderate level the roles and regulation of
organization is address their activity. Majority of employees in the bank were not satisfied
with their salary.

Finally, some employees have an interest to stay in the bank and some employees have no
feeling to work with bank.

5.3 Recommendations

On the basis of the findings made and conclusions drawn with regard to organization culture
and its adaptability by employees the case studies of the following recommendations are
given.

As inferred from the data that the researcher was collected, Commercial Bank Of Ethiopia
has both good and supportive culture, that leads to the employees to be adapted and has
culture that hinder employees efficient operation in the organization work life. It also has its
own effect on employees’ feeling of adaptability to their organization.

Any organization has to sustain and transform supportive culture. Among the supportive
culture in Commercial Bank of Ethiopia, communicating to the employees’ about organization
mission, vision, goal and objectives. There are number of ways that support to sustain and
maintain its present culture including the following activities; providing written statement
about the organization mission and philosophy in continuous manner, practicing good

23
leadership style, participating of the employees in decision making process, rewarding those
employees, who understand well about the existence of the Commercial Bank Of Ethiopia, in
terms and performance.

But, the researcher has focuses on those problems which are founded by the research finding.
Commercial Bank of Ethiopia has problem on attitude of employee to work hard. To
overcome this problem the researcher recommended that: Commercial Bank of Ethiopia have to
improve working condition and offer better salary or incentive.

Also Commercial Bank of Ethiopia has problem on relation of a given organizational culture
and its adaptability of its employee. To overcome this problem the researcher suggests that:
organization have to provide sufficient training to their employee.

Also Commercial Bank of Ethiopia has problem on rate of cultural adaptability. To overcome
this problem the researcher suggests that: by promoting different seminar and inviting
different professional to its company and they are to share their experience to employees of
Commercial Bank of Ethiopia.

Conflicts are sometime not allowed in Commercial Bank of Ethiopia. To overcome this
problem, Commercial Bank of Ethiopia has better to: allowed functional conflict among
employees as well as the management, of Commercial Bank of Ethiopia, better to follow
participatory kind of decision making, providing continuous ethics course. When employees
participate in decision making process a must for rising conflicting idea and this pave for
creativity and innovation.

Addition to that also Commercial Bank of Ethiopia has problem on guiding activity of rule
and regulation. To overcome this problem the researcher suggests that: Commercial Bank of
Ethiopia has given awareness to its employee about the organization rule and regulation. In
addition to that employees are able to active participation in organization decision making
process.

Other problem in Commercial Bank of Ethiopia has related with salary .To overcome this
problems Commercial Bank of Ethiopia have better balance between employee’s salary and
their work. In addition to that Commercial Bank of Ethiopia has satisfied its employee by
providing incentive to their especial activity.

24
 REFERENCES

David &Newton , (2004), human behavior at Work, Hottman press management, England
Desster. (2001) .Managing organization in the area of change Driden press, Florida
Ivancevich .T.Mattson (2005). Organizational behavior and management, Sons Company,
USA
John. M. Singh and Michael T. chbahar (2002) Organizational Behavior and Management,
2nd ed. BPI.
Kreiter&AngeloKinick. (2001) . Organizational behavior, west publishing company USA
Lioyd L. Anglo kinkiness (1992),, Human Resource Management, 5th Ed USA.
Monir H., Smirch (1983), The Management & a Multicultural work force, John Wiley and
sons Ltd, USA.
Neo Wright Raymond Noe (2000) .Organizational behavior, Von Hartman press, Ink USA
Neo, Hellene Beck. (1999). Human Resource Management Van Hotelman press, Ink USA
Philip S. Neel Wright, (1999) Managing Change, clays Ltd England.
Robbins, (2003). Organizational theory, structure design and application, Englewood
cliff’s. USA
Robbins, (2006). Organization behavior “Concepts controversies and application,
Englewood Cliffs.USA
Singh T. Murphy and Chhabra, N. Souter (2003), Organization Theory and
Behavior, DHANPATRAS and co. (p) LTD, Delhi

Stephen P. Robbins, (1987) Organization Behavior “Concepts, controversies, and

Applications” 3rd ed. Englewood cliffs, USA.
Wright Neo.et AL, (1996) Management of organizations, von Hoffman press, Inc., USA.

APPENDIX

25
Research Questionnaire

The aim of this questionnaire is to collect information about the organizational culture and its
adaptability by employees in durame branch; there for the successful completion of my
research study requires your assistance. Please, assist me by giving correct and complete
information. Your participation is entirely voluntary and the questionnaire is completely
anonymous. Finally, I confirm you that the information that you share me was kept
confidential and only used for the academic purpose.

Part one: personal information.

 Sex:
Male Female
 Age (in year):
18-25 36-45
26-35 above 46
 Educational level:
College diploma Master’s degree
BA degree above masters
 Year of service (in year)
1-3 7-10
4-6 above 10
 Your (salary in ET birr)
Below 4000 8001- 10000
4001_8000 above 10000
 Marital status
Single Married
Divorced Windowed

Part two: questions related with organizational culture

26
 * Use the following five point scale numerical code of rating.

Ref Factors that may relate to the culture and adaptability Numerical code
5 4 3 2 1
1 Do you agree that the existing culture in your organization
enables you to improve your living style?
2 Here every body works his/her job, no body care about the
others works?
3 In your organization a given culture and its adaptability of
employees have good relations?
4 Conflict is allowed to grow in to serious grievance among
people to such extent that effect work schedules?
5 Regular meeting are held to facilitate various department
together and plan to coordinate efforts in work?
1. Strongly disagree 2. Disagree 3. Neutral 4. Agree 5. Strongly agree

5. Very high 4. High 3. Moderate

2. Moderated 1.very low

Ref Factors that may relate to the culture and adaptability Numerical code
5 4 3 2 1
6 How do you rate your cultural adaptability of your organization?

7 Do you have interest to stay in

4. To very large extent 1. To small extent

3. to large extent 2.To moderate extent

Ref Factors that may relate to the culture and adaptability

4 3 2 1
8 To what extent supervision is important for the organization as
well as for the employee?
9 Many rules and regulations are there to guide the activities what
we have dress to talk?

10 The attitudes of employees work to hard in organization?

Positive Average Negative
11. Do you think that the existing culture in your organization have impact in job?

27
 Yes No
12. Do you think that there is culture of organization which differentiates your organization
from others?
Yes No
13. Whenever we go to our supervision with job related problems they spent enough time
with word given us specific solution?
Yes No
14. Your salary is compared with your work load is satisfied in ?
Satisfied Fairly satisfied Not satisfied
15. If the answer for question number “14” is “Not satisfied” what is your possible reason?

28