Gebretsadik, Daniel Mamo
2 Publications in AERD
Author Publications
Export PDFImpact of organizational culture on the effectiveness of public higher educational institutions in Ethiopia
By Gebretsadik, Daniel Mamo
This study examined the link between institutional culture and the organizational effectiveness of some selected public universities. Hence, a cross-sectional survey study was preferred. Data were collected using OCAI and AOSECU. Universities were selected using stratified sampling technique while 600 subordinates and 160 supervisors were selected as participants in the study. The supervisors provided data on the organizational effectiveness variables while subordinates provided data on organizational leadership and organizational culture of the sampled universities. Data analysis was conducted using correlation and multiple regression for analyzing the relationship that exists between the variables. The analysis revealed that the dominant organizational culture and effectiveness that operate in public universities are hierarchy culture and academic oriented domain, respectively. Clan and hierarchy organizational culture types showed significant relationship with organizational effectiveness domains. Clan organizational type exhibits significant relationship with academic and morale domains of organizational effectiveness. Hierarchy culture, on the other hand, showed weak, negative but significant relationship with academic domain of organizational effectiveness. External adaptation domain of organizational effectiveness showed no relationship with all culture types. Accordingly, recommendations for future research are also suggested in the study.
An Exploration of Change Leadership at Public Higher Education Institutions in Ethiopia
By Gebretsadik, Daniel Mamo
The purpose of this study was to assess the contribution of mid and lower-level academic leaders in bringing about change readiness in the university. To this end, 180 academic staff were sampled from the five colleges and one institute using a stratified random sampling method. Data were collected using a modified form of the organizational change recipients' beliefs scale and an adapted change attitude assessment scale. The collected data were analyzed using descriptive and inferential statistics using simple linear regression. The analysis of the collected data revealed that change readiness in the university is low and met usually with resistance from the academic staff of the university. Moreover, the relationship between change leadership and change readiness of the academic staff of the university revealed that there is a significant relationship between change leadership and change readiness of the academic staff of the university. Accordingly, the regression coefficient between change leadership and discrepancy, principal support, valence, efficacy, and appropriateness of the change effort was found to be .464, .212, .444, .347, and .202, respectively. Thus, it was recommended that the mid and lower-level leadership of the university as a whole need to work toward improving the change readiness perception of the academic staff of the university. It should also show commitment to the smooth implementation of change tools being implemented in the university and provide adequate material, psychological, training, and other forms of support needed for smooth implementation of change in the universities.
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