Die organisasiekultuur van 'n Suid-Afrikaanse Polisiediensstasie

Abstract

Fundamental changes occurred throughout various levels of the South African community, particularly during 1994. The ability to accept, effectively handle and strategically manage these changes will be a defining factor in the survival of any organisation. The South African Police Service is functioning within this changing environment which is making increasing demands on the organisation's internal environment. Changes in the strategy should be backed by similar changes in leadership and corporate culture. This implies that corporate culture plays a key role in the effectiveness of the organisation as well as in relation to strategic management and change. Knowledge and understanding of the culture of an organisation are necessary and important in terms of strategic planning and implementation, since it is the corporate culture that will determine whether strategies are accomplished or not. The goal of this research is to determine the way in which corporate culture presently manifests itself in a specific South African police service station. A study of literature was undertaken to determine the definition of corporate culture and the way in which it reveals itself. Empirical data was accumulated through a qualitative research design. The research sample consists of officers and non-commissioned officers from the Sunnyside police station. The entire officer population was involved in the research. A random sample was taken from the non-commissioned officers' cadre. An interview based on the phenomenological paradigm was used in the research to determine the nature of the corporate culture and the way in which it is experienced. Content analysis was used to analyse, quantify and interpret the research data. With regard to the manifestation of corporate culture a strong focus was placed in the organisation on the attainment of police priorities and goals for the year 2000. Various processes are used to help workers understand these priorities and goals and enable them to make valuable contributions, with due allowance for the various obstacles that can hinder their success. Workers are expected to achieve success in their work and to comply with operational requirements. Management style is primarily characterised by an autocratic approach and communication is primarily formal. This results in an atmosphere of power, authority, red tape, orderliness and obedience, which encourage conflict situations and repress workers' creativity. The organisation is aware of possible crisis that may occur in the workers' working environment and personal lives, and internal and external support mechanisms are in place to assist workers in coping with problems. Workers are not always perceived as important and true interest in their career-orientated development does not always exist. Differences exist in the way different ranks within the police service station, namely officers and non-commissioned officers, experience corporate culture. This can primarily be attributed to internal factors and to lesser degree external factors, which impact differently on the various levels of rank. Recommendations for future research were made in light of the above.