Dominant Organizational Culture Research Articles

Dealing with intervening factors in the patient engagement

PurposeThere is evidence that quality improvement projects developed with the participation of patients and family members are more likely to result in a sustainable change. To identify the intervening factors is an important step in promoting and supporting patient and family members’ engagement.Design/methodology/approachA survey was carried out with 90 hospitals. A total of 35 intervening factors were evaluated by the healthcare professionals from the quality area using a Likert scale. Factor analysis was applied to identify the relationship among the factors and cluster analysis and the standardized scores for each new latent variable were obtained to observe the association between them and hospitals profile. Cluster analysis allowed to group the hospitals with similar responses and to analyze whether there was any association with the profile of the institutions.FindingsA total of ten intervening factors are identified: two in the financial dimension, five in the structural and three in the personal and cultural. The standardized scores of latent variables suggest that the financial factors could be affected by the hospital capacity. The structural factors could be impacted by the accreditation status, location (region) and administrative control (ownership). And the personal and cultural factors could be by the location and dominant organizational culture. All of factors are influenced by the performed quality management activities. The cluster analysis allowed the identification of three groups in the financial dimension, and four in the other two dimensions. Except for the accreditation status in the personal and cultural dimension, no evidence of association between the groups and the variables raised to characterize the profile of the hospitals was found.Originality/valueThe study contributed to identify the relationship among the intervening factors turning possible to simplify and reduce them more comprehensively than those originally identified in the literature and at the same time maintaining the representativeness of the original variables.

ORGANIZATIONAL CULTURE MAPPING USING ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI) AT PT NEW RATNA MOTOR (NASMOCO) SEMARANG

This study was carried out to determine the current organizational culture at PT. New Ratna Motor (Nasmoco) Semarang, as well as the organizational culture that is expected in the next two years at PT. New Ratna Motor (Nasmoco), and to formulate the appropriate recommendations to achieve the expected organizational culture at PT. New Ratna Motor (Nasmoco) Semarang. The research was done by data collecting method such as questionnaire, observation and literature study. Meanwhile, the OCAI instrument is used for analysis, with respondents requested to complete a questionnaire about current organizational culture and organizational culture over the next two years (which is expected). The respondents in this research were 50 persons from PT. New Ratna Motor (Nasmoco) Semarang employees. Based on the study's findings, it was discovered that leaders and employees share the belief that the dominant organizational culture at PT. New Ratna Motor (Nasmoco) Semarang right now is a clan culture, while the leadership anticipates a decline in clan and an increase in market culture over the next two years.

Relationship Between Participation in Clinical Decision-making and Organizational Culture Among Nurses in Intensive Care Units of Hospitals Affiliated to Iran University of Medical Sciences

Background & Aims The nurse’s ability to make an effective clinical decision affects the quality of care and differentiates professional nurses from non-professional ones. Many individual and organizational factors affect clinical decision-making of nurses. This study aims to examine the relationship between participation in clinical decision-making and organizational culture of nurses in intensive care units (ICUs) of selected hospitals in Tehran, Iran Materials & Methods This is a descriptive-correlational study. Participants were 317 nurses working in the ICUs of hospitals affiliated to Iran University of Medical Sciences, who were selected with proportional stratified sampling and sequential sampling methods. The data collection tools were the clinical decision-making questionnaire of Kyalo (2008) and the organizational culture assessment instrument of Cameron and Quinn (1990). The obtained data was analyzed in SPSS statistical software, version16. Descriptive indices (Mean±SD, frequency, percentage) were used to describe the data, and Pearson’s correlation test, independent t-test, and chi-square test were used to examine the relationships between the study variables. Results Among nurses, 88.5% were female, 86.5% had a bachelor’s level, and 39.6% were working in the ICU general. Their mean age was 34.65 years, and their mean nursing experience and the work experience in the ICU was 10.38 and 7.25 years, respectively. The mean score of clinical decision-making was 70.16±11.65, which was higher than the cutoff point (>54), indicating that the participation of nurses in clinical decision-making was high. The dominant organizational culture in the current situation was the market culture. In the preferred situation, the organizational dominant culture was the clan culture. Organizational culture in the current situation had no significant relationship with clinical decision-making (P=0.13), but this relationship was significant in the preferred situation (P=0.014). Clinical decision-making in nurses with clan culture was significantly higher than in those with market culture (P=0.013). Conclusion The current organizational culture in the selected hospitals is different from their preferred organizational culture. Despite the significance of relationship between ICU nurses’ participation in clinical decision-making and organizational culture in the preferred situation, the relationship is weak. More studies are needed with a larger sample size. Considering that the clan culture is the preferred culture, planning is needed to establish the clan culture in the hospitals to increase the participation of ICU nurses in clinical decision-making.

Understanding impact of business intelligence to organizational performance using cluster analysis: does culture matter?

Business intelligence is an approach that includes processes and systems for transformation of the raw data into meaningful and useful information which enables effective, systematic and purposeful analysis of an organization and its competitive environment. This paper aims to analyze the impact of the level of business intelligence maturity to organizational performance of the company. Moreover, since there is a rising awareness among practitioners of the role of the organizational culture for the successful functioning of the company, the role of the organizational culture is taken into consideration in this research. In order to meet the aim of the paper, a survey has been conducted. Data has been collected through questionnaires on a sample of 177 Croatian and Slovenian companies and analyzed by means of the cluster analysis. The analysis identified two clusters. The results of the cross-tabulation analysis of the clusters reveal statistically significant differences in terms of the company turnover and dominant organizational culture between them.

The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

PurposeThe purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB).Design/methodology/approachThe authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates.FindingsThe results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased.Originality/valueThe study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

Organisational Culture in Public University: A Case Study in Kosovo

In recent decades, there has been a significant increase in research that focuses on organisational culture as an important construct that can support or hinder the implementation of changes in higher education. In developing countries of Europe, limited studies are assessing organisational culture and its alignment with planned changes in higher education institutions. Hence, the objective of this research was to identify the dominant organisational culture types in higher education and understand how the planned changes are aligned with the dominant cultures. The research was conducted in a large public university in Kosovo. The Competing Values Framework was used to assess the organisational culture. The study adopted a quantitative research approach. The sample consisted of 102 academic staff from a population of approximately 960. The data were collected using a standardised instrument (The Organisational Culture Assessment Instrument (OCAI)) to identify the dominant organisational culture based on four organisational culture types: clan, hierarchy, adhocracy, and market. The data related to the planned changes of the university were collected through document analysis. The research identified hierarchy and market cultures as the dominant cultures. The results also show that the dominant organisational cultures militate against the main planned changes. The findings confirm the relevance of the Competing Values Framework in assessing the organisational culture in higher education institutions and provide direction to academic leaders about how they can align their planned changes with the organisational culture to achieve better outcomes.

IDENTIFYING THE CULTURE OF THE MUHAMMADIYAH ISLAMIC BOARDING SCHOOL

This study aims to determine the organizational culture at the Muhammadiyah Islamic Boarding School. This research method includes qualitative research with the object of research is the Islamic Boarding School Modern Imam Syuhodo Sukoharjo. This study's collection method was obtained by seeking information from high-ranking informants and distributing questionnaires filled out by respondents at the Muhammadiyah Islamic Boarding School. Data collection techniques are carried out by interview, observation, and documentation supported by OCAI instruments. The results of the Leadership Research show that from the point of view of the leadership's assessment of the current dominant organizational culture, namely clan culture (40) and hierarchy (23). The data obtained shows that there is a significant difference between clan and hierarchy. The research results concluded that clan is the dominant culture for the current organizational culture and the dominant culture for the expected culture. At the same time, the hierarchy becomes the dominant culture in the second position. Then the organization needs a greater sense of kinship and better regulations to maintain organizational stability.

Presenting a Model of Organizational Insentience in the Red Crescent Society

INTRODUCTION: Organizational insentience has been one of the main challenges in recent years and refers to a situation in which employees of the organization have become indifferent to their organizational environment. This study aimed to design a model for dealing with organizational insentience in the Iranian Red Crescent Society. METHODS: In this qualitative study, after investigating the phenomenon of organizational insentience and reviewing the theoretical foundations, in-depth interviews were conducted with experts, managers, and masters in the Red Crescent Society. Theoretical saturation was achieved after conducting 21 interviews. Subsequently, the data obtained from the interviews were analyzed through grounded theory and qualitative coding (open, axial, and selective coding). FINDINGS: The findings showed that the main axial theme in this study was organizational insentience, and six themes of senselessness toward the concept of work, double standards, accountability, organizational discrimination, lack of strategic management procedures, and inability to implement policies were the requirements for dealing with organizational insentience, which were coded under the theme of causal conditions. In addition, such factors as decent governance, strengthening the psychological dimension, building trust, strengthening staff's skills, organizational independence, strengthening innovation and creativity, justice, supportive behavior, and supportive environment were selected as the main strategies to deal with organizational insentience. CONCLUSION: It seems that the dominant organizational culture, along with management style and type of communication within the organization, has the main effect on the issue of organizational insentience

The moderating effect of organizational culture type on the relationship between cultural satisfaction and employee referral intention: mining employee reviews on glassdoor.com

PurposeThis paper explores how organizational culture type and cultural satisfaction are associated with employee referral intention.Design/methodology/approachA total of 1,789 online reviews on glassdoor.com of nine companies from the three industries were collected. Applying directed content analysis based on the competing values framework (CVF) to identify the organizational culture type that employees perceived, the authors conducted a hierarchical logistic regression analysis to test the proposed hypotheses.FindingsCultural satisfaction significantly increased the probability of employee referral intention. However, the moderating effect of organizational culture type on the relationship between cultural satisfaction and employee referral intention was not statistically significant.Research limitations/implicationsDirect content analysis is beneficial for capturing the dominant organizational culture type that employees perceive through online reviews created by employees. However, this method prevents this study from fully enjoying the benefits of big data even though this study collected data from a big data source.Practical implicationsThe authors’ findings imply that cultural satisfaction plays a more important role in organizational outcomes than culture type itself. Thus, when managers and practitioners plan to change culture, they need to establish organizational culture aligned with organizational strategies and consider how to increase cultural satisfaction.Originality/valueMany organizational culture studies have usually focused on exploring organizational culture type to impact organizational outcomes considering culture perception as cultural satisfaction. This study created empirical evidence of the role of cultural satisfaction in organizational outcomes such as employee referral intention by exploring the interaction effect of organizational culture type and cultural satisfaction.

The Effect of Local Culture, Institutional Organizational Culture on Employee Performance and Customer Satisfaction with Services

In this millennial era competition, there are many innovations to ensure the sustainability of a sustainable life in providing services to consumers, both products and services as expected by consumers. Therefore, it is necessary to have the quality of human resource performance to respond competitively in gaining market share. The success of high-performing employees is strongly influenced by innovative HR performance and organizational commitment and organizational citizenship behavior [Zhang, 2014]. To analyze local culture on organizational culture, to analyze organizational culture on organizational performance, to analyze employee performance on customer satisfaction with services. The method used in this research was quantitative descriptive strengthened by qualitative descriptive. The population of this study was all staffs of UPBJJ-UT. The sample and interview process were UPBJJ-UT which had local cultural characteristics. (Javanese Culture, UPBJJ-UT Yogyakarta, Sumatran Culture UPBJJ-UT Jambi / Pekanbaru, Timor Culture UPBJJ-UT Jayapura. The next analysis using the Hypothesis Tutorial in this study utilized the Partial Least Square (PLS) method. PLS is an alternative method of analysis with variance-based Structural Equation Modeling (SEM). The findings in this study are many other organizations formed in the local UPBJJ-UT, local culture and the dominant organizational culture of the company is work culture; although the culture has been formed and influenced by leaders and newcomers in influencing the existing work culture to support service satisfaction, because the nature of distance higher education is independence. According to this research, institutions need to re-evaluate their cultural values and try to communicate about local culture and organizational culture; In addition, the researcher also found that UPBJJ-UT staffs preferred local culture that had been applied to the organizational culture for the island of Java, the majority of which held tightly to Eastern culture, while samples in the eastern regions where the average employees were natively from other provinces and more dominant than local human resources.

The influence of organisational culture and information security culture on employee compliance behaviour

PurposeOrganisational culture plays an important role in influencing employee compliance with information security policies. Creating a subculture of information security can assist in facilitating compliance. The purpose of this paper is to explain the nature of the combined influence of organisational culture and information security culture on employee information security compliance. This study also aims to explain the influence of organisational culture on information security culture.Design/methodology/approachA theoretical model was developed showing the relationships between organisational culture, information security culture and employee compliance. Using an online survey, data was collected from a sample of individuals who work in organisations having information security policies. The data was analysed with Partial Least Square Structural Equation Modelling (PLS-SEM) to test the model.FindingsOrganisational culture and information security culture have significant, yet similar influences on employee compliance. In addition, organisational culture has a strong causal influence on information security culture.Practical implicationsControl-oriented organisational cultures are conducive to information security compliant behaviour. For an information security subculture to be effectively embedded in an organisation's culture, the dominant organisational culture would have to be considered first.Originality/valueThis research provides empirical evidence that information security subculture is influenced by organisational culture. Compliance is best explained by their joint influence.

Impact of organizational culture on the effectiveness of public higher educational institutions in Ethiopia

ABSTRACT This study examined the link between institutional culture and the organizational effectiveness of some selected public universities. Hence, a cross-sectional survey study was preferred. Data were collected using OCAI and AOSECU. Universities were selected using stratified sampling technique while 600 subordinates and 160 supervisors were selected as participants in the study. The supervisors provided data on the organizational effectiveness variables while subordinates provided data on organizational leadership and organizational culture of the sampled universities. Data analysis was conducted using correlation and multiple regression for analyzing the relationship that exists between the variables. The analysis revealed that the dominant organizational culture and effectiveness that operate in public universities are hierarchy culture and academic oriented domain, respectively. Clan and hierarchy organizational culture types showed significant relationship with organizational effectiveness domains. Clan organizational type exhibits significant relationship with academic and morale domains of organizational effectiveness. Hierarchy culture, on the other hand, showed weak, negative but significant relationship with academic domain of organizational effectiveness. External adaptation domain of organizational effectiveness showed no relationship with all culture types. Accordingly, recommendations for future research are also suggested in the study.

Impact of Organizational Culture on Job Stress and Employee Engagement in Pakistan

This study investigated the relationship between organizational culture, job stress, and employee engagement. It also attempted to find out the dominant organizational culture in Pakistan. For assessing the culture the competing values framework was adopted which differentiates culture in four types which are clan, adhocracy, hierarchy and market culture. Data were collected from 207 respondents by means of Likert scale type questionnaire that comprised of demographics, questions related to culture, stress, and engagement. For analysis, PLS CFA and SEM techniques were used. Results showed that market culture is the most dominant in Pakistan and has a significant positive relationship with job stress and significant negative relationship with employee engagement, hierarchy culture is the second most dominant and has an insignificant positive relationship with both stress and engagement. Clan culture is the third most dominant and has a significant negative relationship with job stress and a significant positive relationship with employee engagement, adhocracy culture is least present in Pakistan and has an insignificant negative relationship with stress and insignificant positive relationship with engagement. Job stress has a significant negative relationship with employee engagement. The findings suggested that organizations should make efforts to shift towards clan culture which has the highest engagement levels and lowest stress levels of employees.

The Present and the Desired Organizational Culture Model of Greek Public Hospitals

This paper aims to record and analyze the existing organizational culture of general public hospitals and investigate the model of culture that the executives of the hospitals wish to see prevailing in the next 5-year period. The survey was conducted in twenty-six (26) general public hospitals of the region of Athens. The sample consists of 656 top and senior executives of the four departments of hospitals (medical, nursing, administrative, technical). The executives were asked to provide assessments using the Organizational Culture Assessment Instrument (OCAI), based on the Competing Values Framework of Cameron & Quinn. The results of the survey show that the dominant organizational culture, in hospitals, can be described by the Bureaucratic Culture model (47.75% of respondents). The model of Clan Culture (23.76%) comes second while the Entrepreneurial-Adhocracy Culture model and the Market Culture model scored 10.02% and 14.46% respectively. The desired culture model is the Clan Culture or Participatory model (34.51%), followed by the Market Culture model (24.47%), model of Entrepreneurial-Adhocracy Culture model (22.49%), and finally the Bureaucratic Culture model (19.03%). In the existing situation, general public hospitals are characterized by internal orientation, observance of rules and processes as well as focus on control hierarchy, predictability and stability. The model of Entrepreneurial-Adhocracy Culture and the model of Market Culture, which both focus on the exterior macro-environment and growth for the hospital, record small percentages. As far as the future is concerned, hospital executives would like to see a change from the Bureaucratic Culture model of organization, to the direction of Participatory model, which will include elements of flexibility, creativity, dynamism and competitiveness that are inherent in the other two models (Market and Entrepreneurial-Adhocracy). The focus remains on the internal environment of hospitals but at the same time there is evidence of the wish to look into the external environment of hospital as well.

Developing and presenting an organizational culture model based on dimensions of Hofstede model

The objective of this research is to explain and develop a model of the dominant organisational culture proposed for Fulad Mobarakeh Company. The methodology of this research is qualitative. The research population included senior managers of Fulad Company and professors of Isfahan University. Semi-structured interview was conducted with all of the subjects. Data analysis in the qualitative section was conducted based on three-step encoding of thematic analysis using Nvivo software. After examining the interviews, based on three western, traditional and Islamic subcultures, a dominant model of ruling culture in Fulad Mobarakeh Company was presented. It was confirmed by a reliable confirmatory factor analysis through LISREL software at the appropriate confidence level. According to the research results, the organisational culture model proposed for Fulad Mobarakeh Company includes the following categories and components: organisational collectivism, organisational authority and power interaction, lack of proportional uncertainty a version, organisational transgender perspective, and organisational attitudes balance.

SUSTANTIATION OF CORPORATE CULTURE AS A FIELD FORMATION IN THE SOCIAL SPACE OF THE ENTERPRISE

The article deals with the structure and levels of the corporate culture system of an enterprise in terms of a systematic approach. Research on the formation of corporate culture as a field formation is important both in theory and in practical terms. The purpose of the study is to improve the theoretical foundations of the substantiation of the field nature of the corporate culture in terms of interaction of cultural fields in the social space of the enterprise. The theoretical principles of substantiation of the field nature of corporatate culture in terms of interaction of cultural fields in the socio-cultural space of the enterprise are improved in the work. It is determined that the cultural field involves the interaction of subjects who share certain values, norms, beliefs and rules. It is formed inside the enterprise on the basis of the dominant organizational culture at the enterprise, and manifests itself from the outside in the interaction of the enterprise with its partners, and inside - in interaction with its own staff. Three levels of corporate culture formation inside the enterprise are substantiated in terms of field education: employee field, team field, and enterprise field. Given that employees interact with each other in the course of their work, their cultural fields also interact, creating a cultural field for the team. Then, the cultural fields of the interacting teams create the cultural field of the organization as a whole. The work assumes that culture has a corpuscular-wave nature consisting of two parts, namely: a physical-geometric component that represents the subjects, structure, and physical manifestations of corporate culture, and a field component that reflects a subspace in which the relations between its subjects are formed. On this basis, a four-level model of the corporate culture system of the enterprise is suggested, which is presented as a system of interrelated elements that influence the formation of the corporate culture at different levels: an employee, a team, an organization and an inter-organizational network. According to this model, the formation of corporate culture covers the external and internal environment of the enterprise. The multilevel model of an integrated corporate culture system requires the integration of different functional areas and their participants at all levels within a single cultural system and can be applied to any enterprise and organization.

Corporate Culture in Nepalese Hotel Industry

The competing values framework was used to describe the organizational culture type exhibited by Nepalese listed five star hotel’s managers. This framework assesses the dominant organizational culture based on four culture types: Clan, Hierarchy, Adhocracy, and Market. Nepalese hotels managers exhibited different culture type as dominant in both the current and preferred situations on the basis of dominant characteristics, organizational leadership, managements of employee, organizational glue, strategic emphases and criteria of success. The purpose of the study was to examining the values preferred and now by managers at listed hotels in Nepal, in the context of these above mention types of organizational culture. The methods used for identification of the dominant types of organizational culture is organizational culture assessment instruments (OCAI) which is based on the Competing Values Framework developed by Cameron and Quinn, 1999 The study suggests implications for extension nationwide.

Power Structures and Patterns of Interaction in the Malaysian Army

Study on power structures and their influences on the patterns of interaction used in the military is a rare phenomenon due to strong gatekeeping. Many past researchers have delved only into military culture and organisational communication. The aim of this paper is to present findings of this research gap i.e., on the patterns of interaction used by both commissioned officers and enlisted personnel in the Malaysian Army. It discusses how power structures influence the patterns of interaction used by them. The study investigates how rank structure and chain of command in the military (legitimised authority) influence both commissioned officers and enlisted personnel in deriving their patterns of interaction. It also investigates how the dominant ideology and organisational culture (hegemony) derive their patterns of interaction. This study analyses the transcripts of three audio recordings among commissioned officers and enlisted personnel which were audio recorded from a meet up, meeting and drill training session. The findings indicate that members of the Malaysian Army derive their patterns of interaction through different means. Those different means are not just through coercive means contrary to popular belief but also through regulatory and subtle means. Those different means are determined by the context and speakers. The findings reveal that command and control are essentially linked to many contributing factor and not just merely power per se. Keywords: power; power structures; verbal interaction; coercion; Malaysian Army

The influence of hospital accreditation: a longitudinal assessment of organisational culture

BackgroundA growing body of evidence supports the link between hospital organisational culture and health outcomes. Organisational culture is thus an essential consideration for hospital accreditation, a practice of systematically assessing the quality of hospital care against accepted standards. This study assesses the interplay between accreditation and hospital professional staff perception of organisational culture.MethodsA prospective cohort study design was used to explore the influence of accreditation on organisational culture within a large, publicly-funded, university teaching hospital in Hong Kong. All full-time hospital and academic physicians, nurses and allied health professionals were invited to participate. Organisational culture was evaluated using the Competing Values Framework through the Quality Improvement Implementation Survey. Organisational culture was assessed longitudinally at 9 months prior to accreditation, 3 months following and 15 months after accreditation. To capture potential shifts in staff perception of organisational culture through the accreditation process, we conducted a between time-point comparison using a linear trend model.Results545 clinical staff completed the organisational culture survey pre-accreditation, 378 three- months post-accreditation and 141 15-months post-accreditation. Hierarchical culture was the dominant organisational culture domain pre-accreditation, followed by rational, developmental and group culture, respectively. Following accreditation, hierarchical culture declined but remained dominant, while group and developmental culture increased. However, the decline in hierarchical culture was U-shaped with scores increasing at 15-months post-accreditation, though not to pre-accreditation levels. When stratified by professional group, hierarchical culture declined following accreditation with corresponding increases in group culture and developmental culture among physicians and nurses, respectively. While allied health professionals did not perceive any significant cultural differences directly following accreditation, a significant increase in hierarchical culture and corresponding decrease in group culture was found 15-months post-accreditation.ConclusionsThis study suggests the hospital accreditation process may contribute to shifts in staff perception of organisational culture. Our findings also indicate differential views of organisational culture across professional groups. Finally, we note the striking dominance of hierarchical culture in this Hong Kong hospital across all time points, far surpassing other studies, even those in which hierarchical culture prevailed.

The Life cycle of an Educational Organization: An Empirical Approach

The head of the school, as well as the business owner, it is important to understand the dynamics of the organization’s development. The current formal assessment procedures for schools and various ratings fix the current state of the organization, but do not allow to define at what stage of the development it is. Analysis of existing approaches to determining the stages of the life cycle of organizations has shown that existing methodologies are business-oriented and is not able to be used for educational organizations. The paper describes the school lifecycle model, proposed the methodology of a determining the stage of the school lifecycle using quantitative and qualitative parameters. Assessment the stages of the life cycle of four schools that are identical in their characteristics (status, age, size, location) and providing practical solutions are important result of the research. At first, the authors examined the position of the schools in the model of the lifecycle by quantitative indicators using three criteria: education quality, educational process resource supply, competitiveness of educational services. School reports based on self-examination provided the empirical evidence for indicators’ calculation. All the indicators are analyzed in a five-year dynamics, their averages for sample schools are defined over two time periods and percentile changes over a given period are calculated. The life cycle stage of a school is determined based on an aggregate indicator (final school evaluation), which is calculated considering weight coefficients. At second, we determined a dominant organizational culture type, which based on the robert E. Quinn and Kim S. Cameron’s OCAI method, for verification the primary quantitative diagnostics results. Qualitative data was obtained from a teachers and school managers’ poll. The life cycle determination method that has been proposed in this study can be used in management practice by the school principal.