Abstract:
Every organisation has its own unique culture which defines its existence and operation. This culture is so critical to the existence of any
organisation and it could either be a barrierto change or a catalyst to the same in an organisation. This study sets out to assess the organisational culture of the Business schools of University of Ghana and Central University College within the context of Van der Post, De Coning and Smith (1997) dimension of organisational culture. The study made use of cross sectional study design. A total of 103 respondents took part in the study, which was conducted between March and May, 2011. The quantitative datawas analyzed with the use of ttest statistic, and descriptive statistics. The qualitative data was transcribed and presented as narratives. The study noted that the dominant organisational culture in Central Business School was adhocracy while thatof University of Ghana Business School was hierarchy. The study also revealed that the dimensions of the culture of the two institutions only differed in terms of culture management, disposition to change, authority and management style. It again indicated that the least preferred aspects of the organisational cultures ofboth institutions were customer orientation and employee participation in decision making. Based on the findings, it was concluded that on the whole, the organisational cultures of both institutionsare similar. It is recommended that the two institutions improve upon their customer and employee relations in order to stay above the competition and deliver effective services.
