Workplace culture is a very important component of actual management activities in higher institutions of learning. Most recently, academics have been interested in undertaking an investigation on the institutional perception that offers administrative success in higher institutions of learning. Moreover, some people need to examine the topologies of institutional culture to comprehend the institutional conducts in universities. The reason for undertaking this research is to reconnoiter on the idea of the present institutional workplace culture at Institute of Public Administration and Management (IPAM), University of Sierra Leone faculty academic and administrative staff in order to help build on the already existing effective management strategies. The competing Value Framework was used to help recognise the institutional culture type IPAM is practicing. The Competing Value Framework helps evaluate the most dominant institutional culture practiced, founded on the four culture types by Cameron and Quinn (1999); Clan, Hierarchy, Adhocracy and Market. From the results of this study, IPAM faculty displays the hierarchy culture type as the most dominant. As an institution, IPAM is represented by the hierarchy culture characteristic which focuses on the interior upkeep with steadiness, followed by procedural processes. Authorities in hierarchical culture trait at IPAM are efficiently organising and managing functions to continue an even running institution. IPAM at the moment is to a larger extent engaged in the use of hierarchy culture, though not at its fullest, but is the most dominant culture type practiced. It implies that IPAM’s mission, vision, and core values, to some extent not directly being met with the dominant culture type practice at the moment. Furthermore, second most dominant culture type, the market culture is aligned to a larger extent with the strategic objectives of the institution, where it is characterised on result achievement, high competition, etc. Academics that have studied institutional culture have specified that mission, vision, core values, and strategic objectives of institutions must not be in conflict with the current culture an institution practices, and must work together to augment efficiency of the institution.

Keywords : Workplace Culture, Competing Value Framework, Nature and Impact