Abstract
The study presents the results of the impact of organizational culture on public relations in business organizations. The data were obtained from a survey of 415 respondents from 93 companies in Serbia. The following statistical methods were used: descriptive statistics, correlation analysis, regression analysis and hierarchical regression analysis. Some of the most important conclusions of the research follow: In most cases, the organizational culture dimensions have a statistically significant and positive influence on the communication models of public relations (CMPR) dimensions and the organization – public relations (OPR) dimensions; A favorable organizational culture (represented through the favorable values of the organizational culture dimensions) has a positive impact on two-way models of communication, especially the symmetrical model, as well as on most of the OPR dimensions. On the other hand, an unfavorable organizational culture encourages one-way communication and the organization’s orientation solely for its own benefit; The Power Distance dimension acts in contrast to the other dimensions of organizational culture: high power distance impedes two-way communication and promotes the utility of the company, all of which causes public distrust and dissatisfaction.
Highlights
Organizational culture pervades all the actions of a company and its influence is very strong
The GLOBE project set up the dimensions of organizational culture that can be viewed in two ways: determining the real state (“state as it is”) and determining the desirable state (“state as it should be”)
An organization that places value on these aspects of social relations within its framework is very likely to apply two-way communication models, especially the symmetrical model
Summary
Organizational culture pervades all the actions of a company and its influence is very strong. Organizational culture has an influence on every form of business life. Culture represents what a company is itself (Pacanowsky & O’Donnell-Trujillo, 1982). Hofstede (1991) calls culture software of the mind which differentiates the representatives of different organizations. Successful managers should exert influence on employees so that organizational culture can. Supervisors have to know the meaning of a range of different skills that is needed in order to be prosperous in their work so they can make decisions on an acceptable and delicate cultural level (Javidan & House, 2001)
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