THE RELATIONSHIP BETWEEN CULTURE AND ORGANISATIONAL THEORY

Organizations can generally be defined as a social unit comprising a group of people who
work together and interdependent with each other to achieve the goals of individuals, groups
and organizations. According to Robbins (2013), the organization is a body of various
individuals with diverse advantages that perform different tasks and roles to achieve one goal.
Achievement of organizational goals is based on two key elements, namely humanitarian
elements such as accountability and commitment as well as non-humanitarian elements such
as processes, policies, structures and technologies. According to Abd. Aziz (20014), these
two elements will influence behavior within the organization either individually or in groups
towards the achievement of the organization. In the public sector, organizational focus is
aimed at helping the people by offering public services. According to Nurzakira Afnee et al.
(2015), this public sector organization covers a wide range of organizations, agencies and
departments of the federal or state government. Controls in this public sector are seen more
based on the concept of convergence of powers already available in the laws of the country.
In terms of profits, the public sector organizations are more focused on the development and
progress of the country as a whole. Public organizations will help each other to provide
optimum facilities to the people and ensure the smooth development and administration of
the country.

Organizational culture is generally regarded as a work-based based on a value system held by

officers and staff in an organization. The way in which the work is intended is the way in
which work is practiced daily to become the routine or routine of the organization. So, it is
clear here that organizational culture is a very powerful element that affects the daily working
life of every employee. According to Agwu (2014), organizations are formed through culture
or socio-cultural environment that affect the way employees think, feel and act. That is,
whether managers or employees do not work in an environment of value that is free but they
are governed, directed and bound by the organization's culture (Ritchie, 2015). According to
Sharifah Hayaati (2014), organizational culture is an effort that emphasizes good norms
towards effective behavior and work performance at every level of service whether formal or
not, regardless of whether it is done to achieve a goal or in conducting daily routine
maintenance. The culture of this organization is actually dependent on the value of the
environment and the objectives of organizational philosophy, the system of trust and
management style (difference). Positive organizational culture in the organization forms a
good image for the organization, especially from the aspect of good performance
achievement. Conversely, a negative organizational culture will undermine the achievement
of worker or organizational performance. In this regard, every employee in the public sector
needs to practice an excellent work culture as the staff is the person responsible for delivering
organizational information and services to the community as well as the organization's
objectives, mission and vision. Additionally, the good work performance shown by civil
servants in resolving the task entrusted will have a positive impact on the excellence of
working culture within an organization. Hence, it is evident that good organizational culture
will provide positive confidence to stakeholders to continue to seek service from public
sector employees. Hence, it can be concluded here that positive organizational culture is very
important and brings many benefits to an organization, especially in public administration
because organizational culture has a strong influence on work performance and employee
attitudes. Hence, in general, this study seeks to identify the relationship of organizational
culture communicating with the work performance of the implementing staff in the public
sector.

Organizational Culture Theory is one of the organizational theories. This theory was
introduced by Michael Pacanowsky & Nick O'Donnel Trujillo in 2013. According to
Pacanowsky & Trujillo (1983), the best way to understand an organization is to use a cultural
lens as suggested by Clantonord Geertz's expertise. Pacanowsky & Trujillo (20133)
emphasized that culture in this context does not refer to ethnic diversity, race and
background. Conversely, culture is the way of life of an organization, and culture is not
something that an organization has, but it is something that represents the organization. This
theory presents three key assumptions in deepening the organizational culture of
organizational value, organizational philosophy and cultural differences between one
organization and another. Value is the principle or foundation found in an organization.
According to Pacanowsky & Trujillo (2013), staff are contributors in organizing
organizational culture. This value provides guidance on what should be considered important
by an organization and this process occurs naturally. Every member's behavior in the
organization is also important in establishing and maintaining a common or shared meaning
in an organization. Pacanowsky & Trujillo (2013) also believe that organizational reality and
culture are also determined by the organization's philosophy. The philosophy of this
organization is the second assumption in this theory to be understood as a method of giving a
certain meaning. Members in the organization also create, use and interpret the organization's
philosophy as symbols in their organization every day. The symbol consists of two forms,
which are oral and non-verbal. Slogan is also one of the symbols that illustrates the value of
an organization. While Hatch through West & Turner (2015) has discussed more in depth
about the category of symbols. Symbols are divided into three main categories - physical
symbols, verbal symbols and behavioral symbols. Physical symbols refer to the use of logo,
building structure and decoration. While oral symbols are like the use of abbreviations in
conversations. Behavioral symbols are like organizing events in an organization. The last
assumption in this theory is that the culture of each organization is different from one
organization to another. In fact, the interpretation of organizational culture for every
individual in an organization may also differ from one another. Although there is no
agreement on the definition of organizational culture, most researchers agree that
organizational culture is referred to as holistic and determined by the founders or leaders of
an organization related to anthropology such as rituals and symbols, constructed by social and
difficult to alter. There is also a researcher who believes that the Organizational Culture
Theory is less in terms of consistency. Goodall (2016), for example, found that the
Organizational Culture Theory relied entirely on the meaning shared by members of the
organization.
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