Introduction
Organisational culture plays a pivotal role in shaping the identity and functioning of institutions, particularly in academic settings where values, norms, and behaviours influence both staff and student experiences. This essay examines the organisational culture of The University of Malawi (UNIMA), a leading higher education institution in Malawi, through the lens of managerial organisational behaviour. The purpose is to explore how UNIMA’s stated values, established norms, and observable behaviours reflect its cultural framework. The analysis will draw on general concepts of organisational culture while acknowledging the specific context of UNIMA, focusing on its mission-driven ethos, hierarchical structures, and community-oriented practices. Despite limited direct empirical research on UNIMA’s culture, this essay synthesises available institutional information and broader academic literature on organisational behaviour to provide a reasoned evaluation.
Values Underpinning UNIMA’s Culture
Organisational culture is often rooted in core values that guide an institution’s mission and vision. At UNIMA, established in 1965 as the first university in Malawi, the stated values include academic excellence, integrity, and social responsibility (UNIMA, n.d.). These values are evident in the university’s commitment to producing graduates who contribute to national development, aligning with broader societal goals in Malawi. For instance, the emphasis on integrity fosters a culture of ethical conduct among staff and students, which is crucial in maintaining trust within academic communities. As Schein (2010) argues, values act as the foundation of culture, shaping how members perceive their roles. UNIMA’s focus on excellence, therefore, likely encourages a competitive yet supportive environment, though challenges such as resource limitations may impact the consistent realisation of these aspirations. This illustrates a potential gap between espoused values and practical implementation, a common theme in organisational behaviour studies (Hofstede, 2001).
Norms Shaping Interaction and Governance
Norms, as unwritten rules governing behaviour, are integral to understanding UNIMA’s organisational culture. The university operates within a hierarchical structure typical of academic institutions in post-colonial contexts, where decision-making often rests with senior management and academic councils (Altbach and Knight, 2007). This norm of centralised authority may create a formal atmosphere, with clear expectations for deference to seniority. For example, interactions between students and lecturers often reflect traditional respect for authority, aligning with Malawian cultural values of ubuntu, which emphasise communal harmony and respect (Kayange, 2014). However, such norms can sometimes hinder open dialogue or innovation, as junior staff or students may feel constrained in expressing dissenting views. This highlights a tension between cultural norms and the need for adaptability in modern higher education settings, a concern raised by Robbins and Judge (2019) in their analysis of organisational rigidity.
Behaviours Reflecting UNIMA’s Culture
Behaviours within UNIMA provide tangible evidence of its organisational culture, manifesting through daily interactions and institutional practices. Community engagement appears to be a prominent behaviour, with UNIMA frequently collaborating with local stakeholders on outreach programmes, such as health and education initiatives (UNIMA, n.d.). This reflects a culture of social responsibility, aligning with the university’s mission to serve Malawi’s developmental needs. Furthermore, academic behaviours such as research output and teaching practices often prioritise national relevance, focusing on local challenges like agriculture and public health. Yet, anecdotal evidence suggests that limited funding and infrastructure may lead to inconsistent behaviours, such as delays in academic processes, which could frustrate stakeholders. As Schein (2010) notes, visible behaviours are critical indicators of deeper cultural assumptions, and at UNIMA, these behaviours reveal both strengths in community focus and challenges in resource management.
Conclusion
In conclusion, the organisational culture of The University of Malawi (UNIMA) is shaped by a blend of values, norms, and behaviours that reflect its historical and societal context. The university’s commitment to academic excellence and social responsibility underpins its cultural identity, while hierarchical norms influence governance and interpersonal dynamics. Behaviours such as community engagement highlight a mission-driven ethos, though resource constraints pose challenges to consistent cultural expression. This analysis, rooted in managerial organisational behaviour, underscores the importance of aligning espoused values with practical realities to foster a cohesive culture. The implications for UNIMA suggest a need to balance traditional norms with innovative practices to meet contemporary academic demands, ensuring sustainability and relevance in a competitive global landscape.
References
- Altbach, P. G. and Knight, J. (2007) The Internationalization of Higher Education: Motivations and Realities. Journal of Studies in International Education, 11(3-4), pp. 290-305.
- Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. 2nd ed. Thousand Oaks, CA: Sage Publications.
- Kayange, G. M. (2014) Ubuntu as a Framework for Ethical Decision-Making in Malawi. African Journal of Ethics, 2(1), pp. 45-60.
- Robbins, S. P. and Judge, T. A. (2019) Organizational Behavior. 18th ed. Harlow: Pearson Education Limited.
- Schein, E. H. (2010) Organizational Culture and Leadership. 4th ed. San Francisco, CA: Jossey-Bass.
- UNIMA (n.d.) Mission and Vision. Available at: official UNIMA website (specific URL not verified; refer to the University of Malawi official site for details).
