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Browsing Articles by Author "A. Asaah, Jenkins"

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    Diagnosing the Organizational Culture of Higher Institution of Learning Using the Competing Values Framework
    (International Journal of Management Sciences, 2015) Effah, Bernard; A. Asaah, Jenkins; Kwame Sam, Francis
    The Competing Values Framework is a tool that can be used for many purposes, including identifying the organizational culture of an organization. According to this framework, there are four main cultures, namely, Clan, Adhocracy, Market and Hierarchy. Knowledge of the organizational culture of an institution is very important if the managers of such institution are to succeed. The purpose of the research was therefore to identify the existing dominant organizational culture of Kumasi Polytechnic as perceived by its staff as well as the preferred organizational culture of members of staff. The members of staff of Kumasi Polytechnic were grouped into; senior members, senior staff and junior staff. Members of staff who had attained a minimum of one year of service with the Polytechnic were randomly sampled to answer the organizational culture assessment instrument. Based on the analysis, the existing dominant organizational culture of Kumasi Polytechnic is Hierarchy. However, the study revealed that the preferred organizational culture is Market. The implication is that for managers of the Polytechnic to be effective and successful, their leadership style should be that of a coordinator or organizer or rule-reinforcer. Also, their management style should be characterized by security of employment, conformity and stability in relationships.
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    The Managerial Leadership and Energy (E=mc2 ) of Kumasi Polytechnic
    (Developing Country Studies, 2014) Effah, Bernard; A. Asaah, Jenkins; Osei-Twumasi, Anthony; Osei-Owusu, Benedict; Nti Asamoah, Jack
    In the 21st century, educational leaders can no longer simply wait for instructions and decisions from governments. There is no doubt that the pace of change, and the need to be adaptable and responsive to societal needs, requires that educational leaders develop new skills and ways of working. The purpose of the study was to assess the portfolio of leadership styles implored by the management of Kumasi Polytechnic that has created the needed conducive academic climate for the Polytechnic to rub shoulders with top-most institutions in Ghana and Africa. Similarly, the study determined the level of energy of the management that seems to carry all the staff along to achieve goals of the Polytechnic. A cross-sectional descriptive survey design approached in a phenomenal combination of quantitative and qualitative strands was employed. The realized sample included 167 staff members who were selected by randomized stratified sampling method. The data-gathering tools used were survey questionnaire, observations and documents review. The Blake & Mouton Managerial Grid was used together with Cottrell’s leadership energy formula (E = mc2 ) as it had the face and content validity that allowed it to be modelled and fitted into the formula. The results of the study showed that management have adopted team leadership style where they are concerned about the institutional goals and also concerned about the wellbeing of their staff. The conclusion drawn was that there was effective management with high energy that motivates staffs of the Polytechnic by inspiring high concern for academic excellence, members of staff and the institution, resulting in sustainable way of achieving long-term success. The management in this research is restricted to the six-man team headed by the Rector that oversees the day to day running of the Polytechnic.