Coldwell, David A. L.Govender, Dheena.2011-01-272011-01-2720032003http://hdl.handle.net/10413/2296Thesis (MBA)-University of Natal, 2003.The problems existing at the School of Process and Mechanical Engineering may be linked to that fact that its organisational culture has not been diagnosed. Some of the issues facing the line managers at the School of Process and Mechanical Engineering are the low morale of staff; high staff turnover rates and tension within the School of Process and Mechanical Engineering. In addition, with the proposed merger between TWR, Rand Afrikaans University and Vista University, the current culture may need to change. Hence, the core focus of this study was to identify the existing organisational culture within the School of Process and Mechanical Engineering with a view to assist line managers in enhancing its effectiveness. The Competing Values Framework, together with the Organisational Culture Assessment Instrument (OCAI), was used to diagnose the culture within the School of Process and Mechanical Engineering. It was found that within the School of Process and Mechanical Engineering at present, the dominant culture is the hierarchy type culture and the preferred dominant culture should be the market type culture. The hierarchy type culture focuses on internal maintenance with a need for stability and control whilst the market type culture has an external focus with a need for stability and control. It was recommended that the School of Process and Mechanical Engineering change its current hierarchy culture towards the market type culture. The study was concluded by providing recommendations in order to facilitate a smooth transition from a hierarchy type culture to a market type culture.enMechanical engineering--Culture.Technikon Witwatersrand.Theses--Business administration.Thesis