Concept Of Organizational Culture Research Articles

СОЦИОКУЛЬТУРНЫЕ ОСНОВАНИЯ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ В СОВРЕМЕННОЙ РОССИИ

The purpose of the article is to analyze the sociocultural background of human resource management in modern Russian society. Research methodology is based on a culturological approach to the analysis of management, as well as the concept of organizational culture. The authors show that the process of human resource management has a sociocultural specificity, which must be taken into account in the implementation of management activities. The specificity of human resource management in modern Russian society is caused by several factors: the need to increase the efficiency of organizations, the peculiarities of the political situation the Russian economy is developed in, as well as sociocultural management features preserved from the Soviet model of governance.

FEATURES OF ORGANIZATIONAL CULTURE OF MULTINATIONAL ORGANIZATION

Nowadays, business environment is changing dynamically, forcing organizations to focus on the use of new resources, to operate them effectively, especially in the context of international business. One of these resources is the organizational culture as an important factor in increasing the company’s level of competitiveness. The study of the term "organizational culture" in modern economic science occupies a leading place in theoretical and practical aspects of organizations’ activities. The purpose of this research is to identify and analyze the characteristics of the organizational culture of a multinational organization. It is proposed to single out the following approaches to the concept of "organizational culture": value, socio-psychological, and economic. There is a general category in each of the proposed approaches to the concept of organizational culture (value, socio-psychological and economic) that we can clearly see in all definitions - the values or value orientations of the individual. This allows a person to decide on the admissibility or inadmissibility of behavior, to understand how he/she must act in a particular situation. For a multinational organization, it is most appropriate to use a value-based approach to understand the concept of “organizational culture”. Within the framework of this approach, organizational culture is the core of the organization (value approach) and acts as the basis for stable organization due to the stability of certain values, norms, principles, rules of activity, etc. This is very important for a multinational team, which is much more difficult to manage in the dynamic conditions of modern business than a mono-national team.

Comparative studies of the organizational culture in the banking systems of the Republic of Moldova and Romania

The organizational culture is one of the fields with a relatively short story of management. Thus, the preoccupations of various authors in defining the organizational culture, in describing its role in an organization’s/bank’s success or loss, are moderately recent, the banks forming a major component of the financial system, which directly contributes to a dimensional, structural and qualitative configuration of the economic financing. The interest regarding the organizational culture in the banking system has increased exponentially because of changes in the system itself, but also in its environment, which require a deeper overall understanding and an increase in banks’competitiveness, to survive and develop considering the current market rules. The expansion of the concept of organizational culture in the banking system in both the Republic of Moldova and Romania was also, positively influenced by the increased role of human ressources in the development of organization/banks, thus, the author has decided that a comparative analysis, of the organizational culture in the two banking systems, is necessary.

The Role of Organizational Culture in the Emergence of Teachers’ Professional Ethics

Introduction. Paying attention to the improvement of teachers’ professional ethics is of special importance in educational organizations, especially secondary schools. Accordingly, the present study seeks to investigate the role of organizational culture in the emergence of teachers’ professional ethics. Materials and Methods. This research is descriptive-correlational in terms of data collection method. The statistical population of the study includes all teachers in Khosf, 180 people, of which according to Cochran’s formula, 123 people were selected as sample members by simple random sampling. Respondents included a majority of female. Denison’s Organizational Culture Questionnaire and Cadozier Professional Ethics Questionnaire were used to collect data. The validity of the questionnaires was confirmed using content validity and their reliability was obtained by Cronbachʼs alpha of 0.97 and 0.94, respectively. Data analysis was performed in SmartPLS 3 software environment using structural equation modeling method. Results. The results of testing the main hypothesis of the research showed that organizational culture plays a role in the development of teachers “professional ethics and about 94% of changes in teachers” professional ethics in schools are explained by organizational culture. Also, the results of testing the sub-hypotheses of the research based on examining the role of each component of organizational culture in the emergence of teachers’ professional ethics showed that each of the components of work engagement, integration, adaptation and mission explain the changes in the professional ethics of teachers in schools, among which, the mission component has the most and compatibility has the least impact. Discussion and Conclusion. The conclusions contribute to the development of the concept of organizational culture, provided that organizational culture and its components play a critical role in the development of teachers’ professional ethics. Accordingly, it can be concluded that a good organizational culture in schools can strengthen the professional ethics of teachers and create a good environment for the emergence of professional ethics among them.

The Importance of Corporate Culture for the Sustainability of Companies in the Context of Crisis Phenomena

Purpose: the purpose of the article is to study the role of corporate culture in the sustainability of companies in the conditions of crisis phenomena, as well as to analyze methodological approaches to corporate culture as a tool for the competitive success of the company.Methods: the methodology of the work is based on the use of the concepts of organizational culture and sustainable development, as well as the theory of modernization, integrating economic growth and the culture of companies within a single process of sustainable development. A group of scientific methods has been applied, including: inductive-deductive method, method of comparative analysis and retrospective method, method of expert analysis, rating assessment and others.Results: the analysis of the role of corporate culture in the conditions of crisis phenomena caused by the instability of the external environment is carried out. It is noted that the influence of corporate culture on the stable development of companies can have a dual character: a strong corporate culture has a stimulating effect on the economic growth of the company, and its weakness becomes an obstacle to sustainable development. The analysis of methodological approaches to corporate culture, which is considered as a tool for competitive success and sustainable development of the company, is carried out. Modern aspects of the formation of new behavioral models and tools for their introduction into corporate culture are revealed in order to maximize the compliance of companies with the conditions of extreme instability of the external environment.Conclusions and Relevance: the phenomenon of corporate culture is a rather complex area of research – this follows from the interpretation of this concept, the definition of the methodology of formation and the search for tools for its development. But it becomes obvious that the growth of knowledge about corporate culture, produced in the academic environment and highly demanded by the management of companies, has had a significant impact on managerial thinking and management practice. This is due to the understanding of the high role of corporate culture in the processes of internal integration and adaptation of the company to the external environment, in achieving competitive success and strategic development goals, which creates the basis for sustainable development of the economic system.

BUDAYA ORGANISASI DALAM PRESPEKTIF AL-QUR’AN DAN AL-HADIST

Organizational culture is a set of philosophies, ideologies, norms that are owned by an organization which at the same time distinguishes it from other organizations. Faced with challenges that show that the organization has so far only been managed with mathematical approaches that are full of competitive nuances. In the midst of the problems faced, namely about what noble values ​​(core values) should not be conveyed in the practice of forming organizational culture so far. This article intends to know the concept of organizational culture in general, as well as to know the signs of the Qur'an and Hadith. The method used in writing this article is a descriptive qualitative method of library research type. The results of the study indicate that Islamically organizational culture is a gathering place for people who have ideas and thoughts that are in line, take the concepts and habits that have been embedded in the Islamic order as the basis for moving and effort in an effort to achieve organizational goals for the benefit and welfare of the organization. blessing of Allah SWT. The Islamic order that is taken as the organizational culture includes the concepts, models and values ​​contained in the organization

Organizational Culture: A Concept Captive between Determinants and Its Own Power of Influence

The main purpose of this study is to survey the scientific literature and try through bibliometric means to position the concept of organizational culture (OC) in a changing environment, governed today by sustainability goals. In such conditions, always appear new factors of influence and OC itself can exert a powerful impact on specific features of the organizational environment. The methodological approach comprises and follows four phases developed by the authors in accordance with recent and similar research. Main findings suggest that the interest of authors along time has fallen on the impact of OC at first rather than of OC determinants. Also there are many differences in terms of authors, sources, international cooperation, keywords and impact of scientific research between documents regarding the determinants of OC and documents related to the impact exerted by OC.

Development of organisational culture to ensure community security

This article explores the concept of organisational culture as a strategic tool that can be used by leaders to undertake the organisational changes necessary to ensure community security. Managers' actions are primarily geared toward the functioning of the organization as an entity, towards increasing employee engagement in achieving organizational goals, and secondly, actions are externally oriented, being focused on establishing a network of relationships with community stakeholders to achieve goals and promote organizational causes. Theoretical research on the phenomenon of organizational culture is carried out, using the method of examining the correlations between the elements of organizational management – organizational culture and organizational leadership, organizational culture and external networks, organizational culture, and effective habits of employees. The author addresses the problem of developing organisational culture within the police with the aim of improving the management system. The outcomes achieved by the author can be applied in theoretical research on organizational culture, in the managerial process of police structures, and in the training process of young specialists in the field of security and public order.

The impact of the Diversity Charter on the corporate culture development

The Diversity Charter is a tool that allows adapting organizational culture to diversity and at the same time helps to create conditions for its development and management. The article aims to specify the benefits for the company from the use of the Diversity Charter and outline suggestions for changing the organizational culture on the basis of the Diversity Charter. The article argues that the organization has a culture that can be manipulated or managed as a strategic resource. Management that notices and values differences must adapt organizational culture to diversity. It means the need for planned evolutionary changes in organizational culture. The article shows that the concept of organizational culture of quality is a complement and, at the same time, the development of an integrated view of organizational culture. Quality culture is an organizational culture that has the ability to maintain a balance between openness (flexibility) of the system to various values contributed by its members and closedness (invariability) associated with the principles of quality management. The organizational culture is suggested to be changed by implementing the following principles of quality management (TQM): leadership, customer focus, continuous improvement, universal participation, and feedback analysis. After making appropriate adjustments, this procedure can be used for other strategic changes, including those aimed at adjusting the organizational culture for diversity. Diversity management is one of the key resources of the organization, which contributes to its development and achievement of business goals. Effective diversity management is a well-thought-out and well-implemented strategy. The procedure of changing the organizational culture on the basis of the Diversity Charter includes the following stages: focusing on diversity policy, determining the desired form of organizational culture in terms of its adaptation to diversity, diagnosing actual culture, analyzing discrepancies between postulated and diagnosed organizational culture, control over changes in organizational culture. The mechanism of realization of each stage is offered.

Civil Servant Performance Development Policy in the Regional Government of Bone Regency

Globalization poses positive impacts such as advances in science and technology, facilitating the flow of information, communication, and distribution of goods and services. The negative impact of globalization in the form of a threat to the nation's culture, the loss of national identity, the dissolution of national borders, and the threat of other organizations. The purpose of this study is to find out how the performance of State Civil Apparatus, organizational culture concept framework, and efforts to improve the performance of Civil State Apparatus. The issue of Civil Servant performance will be accomplished and fulfilled if several factors influence it. One of the factors in question is organizational culture. The type of research is qualitative, where the data collection techniques are observation, interviews and documentation. Data analysis techniques were carried out by means of data reduction, data presentation and conclusions. Efforts to maintain the positive atmosphere of organizational culture will be able to improve employee performance, in other words the better the organizational culture the higher the high level of performance, otherwise the worse the existing organizational culture the lower level of employee performance becomes low.

The Effect Failing to Perform Extracurricular Activities Has Had on School Culture and Values Education During the COVID-19 Pandemic.

During the COVID-19 pandemic, education has continued online almost worldwide. Understanding the nature of online learning and how it reflects on practices is essential for developing an effective international perspective for continuous improvement in learning and skills (Altinay et al., 2021). In school cultures, digital technologies forces leaders to establish a vision of effective use of technology. Digital leadership is not only use of technology; it is a strategic view of school culture to engagement and achievement (Altinay, 2015). The concept of organizational culture has had a long history and is a subject of study attracting the attention of researchers from almost all branches of science (Yilmaz, 2019). Social interaction and culture have an important place in how schools acquire a corporate identity (Altinay et al., 2019). School culture forms based on the school community members' interactions with one another and acts as a guide for how members should behave toward one another in school (Isik, 2017). The basic values a school adopts; the stories experienced within a school's history; and that school's traditions, ceremonies, and symbols constitute the basic elements of school culture. The changes and transformations in the hierarchy of social values through globalization have led to social problems in societies (Ersozlu et al., 2018; Koc, 2020). This has caused values to become prominent for the sustainability of universal peace and the standards of human life (Bayburt and Duman, 2020). In this context, one of schools' important duties is to have students gain the values included in their programs regarding the transfer of culture and values, to prepare students for life within the framework of these values, and to positively affect their character and identity formation (Cihan, 2014). Values education in schools is done not as a separate course but within the framework of a curriculum within all courses (Aydin and Akyol-Gurler, 2018). In this context, the aim is to impart the values to be transferred to students in schools not only in class but also in extracurricular social and cultural activities (Koc and Budak, 2021). Many activities are carried out such as field trips, competitions, scouting, book readings, seminars, conferences, camps, tournaments, and picnics within the scope of values education. The purpose of these activities in and outside of school is to create environments where students are active, to activate many different senses, to learn by doing, and to even have fun (Yildirim, 2019). Students are believed to learn more from experiences in traditional classrooms by using education-related experiences carried out in out-of-school environments that contribute to students' socialization (Priest, 1986), and that positively affect their values (Selanik-Ay and Erbasan, 2016). This study has been conducted to examine the effect students' inability to participate in extracurricular activities due to the COVID-19 pandemic has had on how they adapt to school culture and acquire values. This study is important in terms of presenting results regarding not being able to hold the activities in schools during the COVID-19 pandemic that had previously been held for having students adapt to school culture, gain values, and socialize. In addition, the study is expected to be a guide for the adaptation process to implement for students after a 2-year hiatus due to the COVID-19 pandemic. This is because schools should guide their students in making the proper choices and should teach students the strategies to fulfill these choices in order to minimize the damage of the negative aspects the COVID-19 pandemic process has caused. The problem of the research can be stated as, “How has students' inability to participate in extracurricular activities due to the COVID-19 pandemic affected how they adapt to school culture and to acquiring values?

Empathic organizational culture and leadership: conceptualizing the framework

PurposeThis paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications.Design/methodology/approachThe authors reviewed literature to conceptualize empathic organizational culture and leadership. They referred to Hofstede’s organizational culture concept and studies on empathy to explore how leader–follower relationships are influenced by a leader’s empathic disposition.FindingsOrganizational leadership is instrumental in shaping employee performance. While work design, culture, peer support and resource accessibility are discernible, leadership style, control and others are covert. Leaders’ empathic attitudes and dispositions can positively influence organizational functions for improved performance. This review suggests that organizational culture should support growth, proper functioning and effective coordination between employees for improved organizational effectiveness.Research limitations/implicationsThe authors conducted searches in leadership and management journals to help conceptualize leaders’ empathic disposition. Future researchers may explore other bodies of literature and the cultural demographic differences in exhibiting empathic leadership and its effectiveness. Researchers can explore how empathic culture relates to job motivation, satisfaction and commitment. The authors suggest that future research may explore how employees’ and supervisors’ behaviors and interactions can create an empathic organizational culture.Practical implicationsThe authors identify the characteristics in an empathic leader to articulate the role of empathy in leadership. Alignment between person, group norms and organizational values is more important than the existence of culture.Originality/valueEmpathy is studied by researchers from various disciplines. Similarly, employee well-being has received attention from organizational researchers from many fields. However, researchers have given inadequate attention to conceptualizing an empathic organizational culture and its interrelationship with leadership. The authors offer a more positive perspective to the leader-member exchange (LMX) research by describing how leaders can sustain positive relationships with employees rather than the purely transactional exchanges that characterize LMX.

Model Edukasi Kerelawanan di Sekolah Relawan

This study describes Sekolah Relawan, a Non-Governmental Organization (NGO), whose activities focus on voluntarism education. This study explains the patterns and systems designed by the organization to educate the volunteers in order to achieve their competencies and characters. The educational model of this organization being analyzed using the concept of organizational culture; while paying attention to the basic assumptions of the founder, the values being internalized, and the artifacts being built in the everyday life of the volunteers. This study applied qualitative method, and the data collection techniques include interviews, participant observations and secondary data study. This study suggests that Sekolah Relawan as an NGO builds its sustainability of its educational system through ideas, knowledge, human resources, and funding. Voluntary education by the Sekolah Relawan delivered in stages, starting from education for beginners to experienced volunteers. This model of staged education has affected volunteer’s loyalty and program development, and organizational sustainability of the organization.

Изучение вопросов глобальной цифровизации и ее влияния на организационную культуру предприятия

The article is devoted to the theoretical analysis of the concept of organizational culture of the organization. The influence of an active process in the world is the process of digitalization and its impact on the organizational culture of the organization. The analysis of the intensity of the transition of organizations to "Industry 4.0" at the present time is carried out. A key element in the process of transition to innovations has been identified, namely, personnel. A number of problems that enterprises face when implementing new technologies are highlighted. During the consideration of the problem, the provisions that need to be taken into account when switching to innovations are highlighted. The stages of implementing changes in the organizational culture, which will help to reduce the resistance to the introduction of changes, are considered. Specific examples of the impact of organizational culture on organizational processes are presented. In general, the role of organizational culture in the organization is indicated.

Policies for the Development of Civil Servant Performance in the Regional Government of Bone Regency

Globalization poses positive impacts such as advances in science and technology, facilitating the flow of information, communication, and distribution of goods and services. The negative impact of globalization is in the form of a threat to the nation's culture, the fading national identity, the dissolution of national borders, and the threat of other organizations. The impact of globalization is becoming an increasingly big and serious threat, especially when the organization lacks strong discipline. The purpose of this study is to find out how the performance of State Civil Apparatus, organizational culture concept framework, and efforts to improve the performance of Civil State Apparatus. The issue of Civil Servant performance will be accomplished and fulfilled if several factors influence it. One of the factors in question is organizational culture. Organizational culture is a philosophy, ideology, values, assumptions, beliefs, expectations, attitudes, and norms that are shared and binding in a particular community. Specifically in the culture within the organization will be determined by the conditions of the teamwork, leaders, and characteristics of the organization and the applicable administration process. Efforts to maintain the positive atmosphere of organizational culture will be able to improve employee performance, in other words, the better the organizational culture the higher the high level of performance, otherwise the worse the existing organizational culture the lower level of employee performance becomes low

INDICATORS OF EVANGELIZATION AS AN ORGANIZATIONAL CULTURE OF SVD EDUCATIONAL INSTITUTIONS: INTEGRATION TO ITS HR PRACTICES

This concept of organizational culture had been the subject of numerous researches across all industries including schools; Catholic educational institutions are not exempted. The primary aim of this research is to evaluate the integration of evangelization as an organizational culture to the human resource practices of SVD educational institutions. One of the major drivers of organization success is culture and because of this, aligning strategies and decision-making with cultural ideals are indispensable. Due to these fluid characteristics of culture, organizations are induced to relentlessly reassess their values and norms in order to recalibrate their practices whenever a new organizational culture emerged due to the rapidly changing environment. In this manner, the organization can easily adapt, including its organizational culture and HR practices to reduce any unwanted effects to the operations of the organization. This study used descriptive research to analyze the data gathered from 405 respondents from 11 SVD educational institutions across the Philippines. The results show that evangelization as an organizational culture of SVD educational institutions is integrated into its HR practices namely: hiring, training & development, compensation & benefits, employee relations, performance appraisal, work-life balance, and health & safety.

Considerations on the meaning of organizational culture in a higher education institution

This paper advocates to determine the concept of organizational culture in a higher education institution located in the great metropolitan area of Costa Rica. In order to achieve the goals proposed, the research was preeminently conducted under a positivist paradigm, working under a non-experimental quantitative method and cross-sectional descriptive study. Moreover, the premise that the organizational culture of a collectivity plays a vital role when proposing, implementing, developing, and consolidating actions and activities, being these academic and outreach cultural and teaching programs.

Conceptualization and Operationalization of Military Organizational Culture

Employee behavior within the organization is governed by organizational culture, which includes values, beliefs, stories, and symbols. Military organizations preserve the sovereignty of the state. Representing the public image and reputation, organizational culture creates a positive atmosphere for the employees. Undoubtedly, certain military metaphors are applicable in the management context. Hence, the study of military organizational culture is essential. This study intends to conceptualize the concept of military organizational culture. In addition, the study also aims at introducing a working definition of organizational culture in the military context and a tool to measure it. The dimensions identified thorough systematic literature review are values, beliefs, symbols, stories, and heroes, and the study intends to develop an instrument to measure the variable of military organizational culture.

Toward a Unified View of Dynamic Information Security Behaviors

Extant information systems security research identified and examined a variety of individual as well as organizational factors influencing information security behaviors, but rarely offered sufficient theoretical insight into the interaction of the individual factors with the organizational context in impacting information security behaviors. To fill this gap, this study proposes a theoretical framework that builds on the concepts of organizational culture and sensemaking to show that: 1) information security behaviors are outcomes of sensemaking; and 2) sensemaking is enabled as well as constrained by organizational culture. This study further epitomizes that information security diagnosing, solving, and performing behaviors emerge as outcomes of sensemaking about information security during the organization's interactions with technology. Theoretical and pragmatic contributions of this framework and future research directions are also demonstrated.

МЕТОДИКА КІЛЬКІСНОГО ОЦІНЮВАННЯ УПРАВЛІНСЬКОЇ КУЛЬТУРИ СУЧАСНИХ ОРГАНІЗАЦІЙ

The first researches of the essence, structure, typology of the internal culture of organizations, as well as its effect on the results of economic activity, is in the late 70’s of the last century. However, this thematic area has not lost its relevance so far. Culture can be a tool to influence the actions of employees, provide a competitive advantage of the organization, and also act as the basis for the development and promotion of the corporate brand. Scientific works of many domestic and foreign authors are dedicated to the problems of researching the essence and structure of management culture. However, mostly the issues that are considered by scientists are related to the formation of theoretical concepts of management culture, the definition of its essence, the correlation with the organizational and corporate culture. At the same time, insufficient attention is paid to the development of practical tools for measuring its level. The purpose of the article is clarification of the essence of the concept of “management culture”, selection of its main elements and development of methodological tools for quantitative assessment of the management culture of modern organizations. The article gives a concretization of the essence of the concept of «management culture» and makes a differentiation between the concepts of management and organizational culture. Identified the main structural elements of managerial culture, which serve as criteria for quantitative measurement of its level. We have chosen for quantitative measurement of each element of management culture the methods of domestic and foreign authors, which provide for the calculation of coefficients or the provision of scores, which makes it possible to carry out calculations in a single measure. As a summarizing indicator we propose to use an integral coefficient, which considers the evaluation of each element of management culture and the corresponding weighting factor, which reflects the significance of a particular element in the overall assessment. The weighting factors are determined on the basis of the opinions of experts, which can be scientists, heads of organizations, and third-party consultants. The practical value of the developed method consists in the possibility of tracing the dynamics of changes in the quantitative characteristics of management culture over time, and also the diagnostics of the condition of each of its elements.