ISSN 2348-1218 (print) International Journal of Interdisciplinary Research and Innovations ISSN 2348-1226 (online) Vol. 9, Issue 3, pp: (33-45), Month: July - September 2021, Available at: www.researchpublish.com
EVOLVING CHANGES AND CHALLENGES IN ORGANISATIONAL CULTURE OF COLLEGES OF EDUCATION IN GHANA: PERSPECTIVES OF WESTERN AND CENTRAL REGIONAL COLLEGES Dr. Francis Hull Adams Holy Child College of Education, Takoradi, Ghana. Author email id: hullaf@yahoo.com
Abstract: This study examined changes and challenges involved in changing organisational culture in colleges of education in Western and Central Regions of Ghana. The target population consisted of all teacher trainees and tutors of one Faith-Based Mixed College of Education (FBMCOE), one State-Owned Mixed College of Education (SOMCOE) and one Faith-Based Single Sex College of Education (FBSSCOE). The accessible population was made up of first and second year students of the three colleges of education and their respective tutors. The main research instrument used in gathering data was the questionnaire. Open and closed ended questions were used. There was one main set of questions for both students and tutors. The conduct of the research was guided by four research questions. The statistical tools used for the analysis were frequency and percentage distributions. The study revealed three things; both students and tutors preferred some practices to be changed; both students and tutors identified some existing practices in the Colleges to be maintained; some new practices were recommended to be adopted. Keywords: Colleges of Education, Cultural practices, organisational culture.
1. INTRODUCTION It is believed by many who have studied the influence of organisational culture on organisational effectiveness and change that the key to successful organisational change is tacit culture, those underlying assumptions and beliefs that organisational members have about their organisation and the world in which the organisation functions. Bevan (2011) claims that the reason many change efforts fail is because they do not address the tacit culture. The power of these assumptions and beliefs is that people do not think about them, but they still influence what people do. It is contended that underlying assumptions are the essence of an organization‟s culture, and if these assumptions are not addressed then successful change will not occur. It is also claimed that cultural assumptions and beliefs are the underpinnings of culture that determine the explicit manifestations of culture, and then proceeds to present a framework for changing organisational culture (Bevan, 2011; Karakas, 2007). Changing a culture is a large-scale undertaking and eventually all of the organisational tools for changing minds will need to be put in play. To change or to manage corporate culture one has to be able to define and therefore pinpoint exactly what it is one is trying to change (Belias & Koustelious, 2014). In the area of organisational change management the attention of academic researchers and practicing managers has been focused on three principal questions: what changes?
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