EXPLORING THE ROLE OF INFORMAL ORGANISATIONAL CULTURE ON SERVICE DELIVERY: CASE OF A LOCAL AUTHORITY IN ZIMBABAWE

Informal culture, frequently characterised by unwritten rules, social norms and interpersonal relationships, plays a critical role in shaping employee behaviour and organisational effectiveness. The present study set out to explore the role of informal organisational culture on service delivery at a selected local authority in Zimbabwe. The present qualitative research utilised a case study design, with in-depth interviews being used to collect data from 30 conveniently selected participants. The study's findings indicated that informal organisational culture has a positive and negative effect on service delivery in local authorities. Positive informal interactions among employees lead to improved co-operation and responsiveness to community needs. They also foster a sense of camaraderie and teamwork, enhance open communication channels, and boost employee morale. Conversely, negative informal cultural practices such as cliques, exclusion, favouritism, resistance to change, and misalignment between informal culture and formal organisational goals can hinder performance and the delivery of quality services. The study concludes that an understanding of, and ability to leverage, informal organisational culture is essential for improving service delivery in local authorities. Consequently, managers must endeavour to foster a conducive informal environment that is congruent with the formal organisational culture and objectives. This study makes a significant contribution to the broader discourse on organisational culture and service delivery, particularly in the context of developing regions, where formal structures may be less effective when operating in isolation.