Author(s): Rowena B. Abat

Abstract: The workplace's organizational culture governs the way the views, principles and values of the workers, as well as those outside the organization are treated.This study described the organizational culture in the fast food industry in terms of communication channels in the organization, relationship with the supervisor, and employee to employee relationship. It also determined the level of importance of communication channels in the organization, relationship with the supervisor, and employee to employee relationship to organizational culture. The descriptive method of research was used in this study. The researcher distributed survey questionnaires which adapted Likert-scale type responses to a total of 113 employees (46 males and 67 females) of fast food industry. Gathered data were analyzed through descriptive statistics such as mean and standard deviation. The researcher concluded that in an organizational culture in the fast food industry it should consider the importance of how the communication channels work, the relationship of the employees with their immediate supervisors, and the employee to employee relationship. Employee to employee relationship is very important to be monitored in the group since employees make a bigger part of the organization. Superiors should be accessible to all members of the organization to lend sympathetic ears in cases of queries of the employees. My immediate supervisor encourages my suggestions for improvement. Activities must be done to promote healthy culture at the workplace. Thus, it is recommended for any organization, specifically fast food industries, to develop a program and activities to enhance and strengthen the communication channels, relationship with immediate the supervisor and the employee to employee relationship. This program and activities will help promote healthy culture at the workplace.

Keywords: Organizational Culture, Organization, Communication, Working Relationship, Employee to Employer, Employer to Employee.

DOI: 10.22161/ijels.52.3