A study of culture in a non-profit organisation in India: organisational development and change Online publication date: Mon, 23-May-2016
by Nishant Uppal
J. for Global Business Advancement (JGBA), Vol. 9, No. 3, 2016
Abstract: The paper provides a diagnostic analysis of culture change requirement in a non-profit organisation in India. The organisational development exercise was based on engagement with the organisation over a two-month period, involving in-depth interviews and participant observations. Using organisational culture assessment inventory (OCAI) developed by Cameron and Quinn (1999), the study reveals significant difference between current and preferred culture of the organisation, and the results indicate a need for culture change. Surprisingly, while the Indian non-profit sector advocates the philosophy of equitable distribution and 'benefits to all', there was an evident call for a shift in the organisational culture from hierarchical and clan to market form. The paper offers a comprehensive view of organisational diagnostic processes involving culture assessment, and highlights an unprecedented and reasonably less desirable culture shift in the non-profit sector. It contributes to the somewhat limited application of organisational development in non-profit and developmental organisations.
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