Leveraging Corporate Culture to Improve Organisational Performance in Urban Local Authorities in Zimbabwe

Abstract

The study is firmly premised on the notion that the world over, corporate culture plays a pivotal role in shaping the performance and success of organisations across various sectors. In the context of urban local authorities in Zimbabwe, understanding and leveraging corporate culture can significantly impact organisational effectiveness and efficiency. The study was carried out at Chinhoyi municipality, and this is an exploratory case study.  In this study, the researchers collected qualitative data and analysed it to explain the phenomena of research interest. The approach is suitable because it explores experiences, processes, and problems in addressing group dynamics. The research findings indicate that while elements of organisational culture and knowledge about it exist in Chinhoyi Municipality, they have not translated into improved organisational performance. It is clear from the testimonies of most respondents that workers at the Municipality have a negative attitude towards the current organisational culture and this is attributed to the nature of the recruitment process which is based on political affiliation rather than qualifications. The organisational culture model at the Municipality is plagued by a lack of cohesion between employees and leadership, leading to poor service delivery, inadequate marketing, and financial mismanagement. To address these issues, leadership must establish a shared vision, mission, values, and norms while prioritising staff welfare. Leveraging staff capabilities, improving communication strategies, environmental scanning for effective planning, and fostering unity are crucial for enhancing service delivery.