International Journal of Management and Commerce Innovations ISSN 2348-7585 (Online) Vol. 7, Issue 2, pp: (1318-1337), Month: October 2019 - March 2020, Available at: www.researchpublish.com
THE INFLUENCE OF ORGANIZATIONAL CULTURE ON PROJECT TEAM PERFORMANCE IN NGOS USING A SPECIFIC REFERENCE OF LIVING WATER RWANDA DAVID MUGABO (PhD)
Abstract: This study was conducted on the influence of organizational culture on project team performance in NGOs using a specific reference of Living Water Rwanda. The specific objectives of the study were; to investigate the influence of control on project team performance in Living Water Rwanda; to examine the influence of reward criteria on project team performance in Living Water Rwanda and to analyze the influence of risk tolerance on project team performance in Living Water Rwanda. The study adopted a cross sectional research design where questionnaires, interviews, FGDS and documentary analysis were used to collect data from team members, project managers and team leaders. At the end of the study, it was found out that organization control and risk tolerance had a positive influence on project team performance in Living Water Rwanda organization whilst reward criteria had a negative influence on project team performance. This meant that the organization had put so much effort to see that they control their team’s work performance and have been risk tolerant which have positively influenced project team performance but however, the organization lacks equitable reward criteria which has negatively affected the project team performance. Therefore, it is recommended that the organization need to put in place formal guidelines to be followed in controlling staffs which are balanced on each and every one, come up with a reward criterion that is equitable to all project team members as well as practicing risk tolerance on individual level of project team members. Keywords: organizational culture, Living Water Rwanda, project team performance, project team members.
1. INTRODUCTION All over the world, the issue of organizational culture has been affecting project team performance and however, it has come on the frontline all over the world whenever donors are seeking for answers to the increasing failure of their projects in non-government organization. Many explanations for the success or failure of funded projects come from the donors themselves. Amidst intensifying poor project team performance, project manager have focused on organizational culture as a means of sustaining performance (Hopkins, 2007; McDonald & Rundle-Thiele, 2008). According to Drucker (1993), most NGOs have their own cultures that ignore important elements and in the end it affects their overall performance. The Successful management of NGO projects from idea generation to handover presents a win-win situation for the funder and the society (Scot, 2007). However, NGOs have failed to implement projects to the satisfaction of society (Ofori & Hinson, 2007). According to Baker (2007), over 95% of project failures could be attributed to poor organizational culture in form of dimensions such as control, reward criteria and risk tolerance. Scott (2007) alludes to the fact that perceived failure of projects causes negative publicity. With the popularity of teams increasing so rapidly around the world, some organizations have started using teams just because everyone else is doing so. This is obviously a wrong reason. The best reason to use teams in an organization is
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