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Towards an Organisational Culture Management Framework for Urban Local Authorities in Zimbabwe: A Systematic Literature Review
Abstract
Anchored on the strong assumption that corporate culture globally influences the effectiveness and prosperity of companies in diverse fields, the primary objective of this research was to develop an organisational culture management framework tailored to urban local authorities in Zimbabwe with a view to improving their organisational performance. The research adopted Systematic Literature Review (SLR) to gather comprehensive data on organisational culture management in urban local authorities. Thus, the SLR identified best practices and gaps in the current knowledge. The findings from the SLR were synthesised to identify key concepts, models, and frameworks relevant to organisational culture management. Based on the insights gathered from the literature review, a comprehensive organisational culture management framework tailored to urban local authorities in Zimbabwe was developed. Therefore, the SLR identified key concepts namely organisational culture definition, importance of leadership alignment, employee attitudes and performance metrics. Furthermore, the systematic review identified several models relevant to organisational culture management namely the competing values framework, Cameron and Quinn’s model, Schein’s model of organisational culture and Kotter’s change management model. The SLR revealed several best practices for managing organisational culture in urban local authorities. These include engagement initiatives, training programs, feedback mechanisms, recognition systems and diversity and inclusion policies. Consequently, the proposed framework developed has five components/stages namely the assessment phase, leadership development, employee engagement, performance monitoring and continuous improvement. Thus, this comprehensive framework is aimed not only to enhance employee attitudes but also ensure alignment between leadership actions and overall organisational performance within urban local authorities in Zimbabwe. Keywords: Local authorities; Organisational culture; Framework, Change management model, Continuous Improvement, Employee Attitudes, Leadership alignment
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