Dominant Organizational Culture Research Articles

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.

DOMINANT ORGANIZATIONAL CULTURE IN FACULTIES OF PHYSICAL EDUCATION: APPLIED STUDY OF FACULTY OF PHYSICAL EDUCATION – UNIVERSITY OF JORDAN

The current research aims to measure the dominant organizational culture inside Faculties ‎of physical education with specific application on the faculty of physical education – ‎Jordan University‎. The researcher used the descriptive approach‎. Research community included all workers and faculty members of faculty of physical ‎education for men – Jordan University (n=556). Main sample (n=176) was chosen ‎purposefully in addition to another (30) persons chosen as a pilot sample. The researcher designed and validated ‎-‎ The Type of Dominant Organizational Culture Questionnaire designed (TDOC-‎Q)‎. Results indicated that: ‎-For axis one (Types of Leadership and Administration): results of perceived ‎administration indicated that (44) participants agreed on the supportive type of ‎organizational culture while (49) agreed on procedural type for types and styles ‎of administration, (46) agreed on supportive type for quality responsibility, (48) ‎agreed on supportive type for inclusive change and improvement, (44) agreed on ‎supportive type for motivation, (47) agreed on creative type for leadership type ‎and finally (45) agreed on supportive type for workers’ participation. ‎ ‎-‎For axis two (Administrative Structure): (45) agreed on supportive type for ‎administrative communication, (51) agreed on supportive type for work groups, ‎‎(58) agreed on supportive type for clarity of objectives and tasks and (47) agreed ‎on supportive type for education, training and qualification. ‎ ‎-‎For axis three (Human Resources): (42) agreed on bureaucratic type for external ‎agents, (48) agreed on procedural type for internal agents and (47) agreed on ‎supportive type for problem solving. ‎ ‎-‎For axis four (Academic and Educational Processes): (38) agreed on both ‎creative and supportive types ‎ ‎-‎For axis five (Continuous Improvement and Development): (45) agreed on ‎creative type ‎ ‎-‎For axis six (Policies, Procedures and Principles): (62) agreed on creative type ‎ ‎-‎For axis seven (Laws, Rules and Regulations): (48) agreed on supportive type ‎ ‎-‎For axis eight (Performance Evaluation): (40) agreed on supportive type

Cultural consensus, communication networks and burnout: The case of an indigenous owned technology firm in a Small Island Developing State

We empirically examine the relationship between managerial burnout, perception of corporate culture, and social network position in a large, indigenous-owned Caribbean based information technology firm. A full-network sample was used to estimate a manager's centrality in both the strategy/management decision-making network and technical/operations communication network. Using a structural equation model, the results indicated that strong ties in the strategic/management decision making centrality network resulted in a less accurate perception of the dominant culture. Management decision making centrality, however, was also related to less emotional exhaustion. On the other hand, technical/operations centrality resulted in higher levels of exhaustion and a more accurate perception of the dominant organizational culture. The study also showed that differences in a manager's perception of organizational culture impacted cynicism.

IDENTIFIKASI BUDAYA ORGANISASI PADA BADAN KEPEGAWAIAN PENDIDIKAN DAN PELATIHAN (BKPP) KABUPATEN SRAGEN DENGAN MENGGUNAKAN ORGANIZATIONAL CULTURAL ASSESSMENT INSTRUMENT (OCAI)

Pencapaian tujuan atau kinerja organisasi dipandang tidak lagi hanya tergantung pada system pembagian kerja saja namun juga pada aspek manusia, selaku penggerak organisasi. Sebagai organisasi perangkat daerah yang mengalami perubahan struktur beserta tugas pokok dan fungsi, BKPP Kabupaten Sragen menghadapi perubahan dalam perumusan rencana strategisnya sehingga hal ini menjadi momentum pengenalan budaya organisasi dan pengintegrasiannya dalam strategi pencapaian target kinerja yang ditetapkan dalam perencanaan. Penelitian ini bertujuan untuk mengenali budaya organisasi yang saat ini berlaku di BKPP Kabupaten Sragen dan tipe budaya organisasi yang menjadi harapan di masa mendatang. Dengan responden seluruh pegawai pada BKPP Kabupaten Sragen, pengidentifikasian tipe budaya organisasi dilakukan dengan menggunakan instrument Organizational Cultural Assessment Instrument (OCAI) yang dikembangkan oleh Kim Cameron dan Robert Quinn. Dari hasil penelitian diperoleh hasil budaya organisasi yang dominan di BKPP Kabupaten Sragen saat ini adalah tipe Clan yang mengutamakan suasana kekeluargaan, komitmen bersama, partisipasi dan pengembangan sumber daya manusia. Harapan para pegawai di masa mendatang juga tidak berubah, namun budaya hierarchy saat ini berkurang perannya sementara tipe budaya adhocracy semakin meningkat. Identifikasi ini diharapkan dapat menjadi masukan bagi pimpinan dan manajemen dalam merumuskan strategi pencapaian kinerja organisasi.
 Kata kunci: Budaya Organisasi, strategi pencapaian kinerja, OCAI.

Propositions on the interaction of organizational culture with other factors in the context of BPM adoption

PurposeThe paper investigates differences in the success of business process management (BPM) initiatives and their connection with organizational culture. The purpose of this paper is to identify propositions on characteristics of BPM initiative that are favorable for its success according to dominant organizational culture. Therefore, the authors’ aim was to identify connections of organizational commitment to BPM and dimensions of business process orientation (BPO) with dominant organizational culture.Design/methodology/approachAs a research design, the authors used a questionnaire to collect data on the BPM adoption practices of organizations in Austria, Croatia and Slovenia with more than 50 employees. BPM adoption was measured with BPO and organizational culture with Competing Values Framework (CVF). Non-parametric tests have been applied for the analysis. On this survey data, the authors conducted statistical tests to identify those factors that discriminate successful from unsuccessful BPM initiatives.FindingsThe study revealed empirical insights about characteristics of successful BPM initiatives in different organizational cultures. There are several statistically significant differences with respect to the success of BPM adoption. The chance of success appears to be higher: when the BPM initiative is rolled out in the entire organization if the organization has Clan, Market or Hierarchy culture; when the BPM is run on a continuous basis in Hierarchy culture and repeatedly in Adhocracy culture; when a top-down approach is used in organizations with Market or Hierarchy dominant culture; when the BPM initiative has a strategic role and formal responsibilities are defined in Clan and Hierarchy cultures.Originality/valueThe authors’ empirical findings provide the basis for the formulation of detailed propositions on the interaction of various factors and their impact on BPM adoption in connection to organizational culture. In this way, the authors’ contribution is situated in the inductive research cycle and informs theory building for BPM adoption.

The role of organizational culture and work discipline on job performance mediated job satisfaction

The research aimes to find out the correlation between organizational culture and work discipline to work performance that is mediated by employee job satisfaction. The number of research samples as many as 50 respondents from the general section of the Malang regional secretariat. The technique of taking data using questionnaires. Analysis technique using path analysis. The result of research stated that job satisfaction becomes mediator for organizational culture and work discipline to improve employee performance. The dominant indicators of job performance are timeliness and work can be completed faster than the deadline. The dominant job satisfaction indicator is employee responsive attitude toward work. The dominant organizational culture indicator of employee aggressiveness is indicated by the hard work done by the employees. The dominant work discipline is orderly on the rules, following the terms of work, compliance with applicable regulations.

Organizational Culture and Organizational Life Cycle

An organizational dominant type of culture is good only if it fits its context, whether one means by context the objective conditions of its industry, that segment of its industry specified by a firm’s strategy, or the business strategy itself. Organizational Culture can remain very stable over time yet it is never static. The purpose of this article is to indicate the different dominant organizational culture types that matches and adapts with the different circumstances that a company faces throughout its life cycle.

Budaya Organisasi yang Mendukung Keselamatan Pasien di Rumah Sakit

Organizational culture is one of important factors that contribute to the performance of an organization, including in a hospital. In a hospital, performance can be measured by its level of patient safety. Howover, studies and research that discuss the relationship of organizational culture and patient safety are still very limited, including in Indonesia. This research is conducted to observe organizational culture that support patient safety. This research is conducted in three hospitals in Jakarta. Type of organizational culture is identified using the Organizational Culture Assessment Instrument (OCAI) questionnaire and the level of patient safety is assessed using the Hospital Survey on Patient Safety Culture (HSOPSC) questionnaire. Once the organizational culture is identified and the level of patient safety culture is observed in each hospital, correlation test and analysis is conducted between types of organizational culture with aspect of patient safety based. Results show that three hospitals do not have dominant organizational culture. However, type of organizational culture that has a significant positive correlation with aspect of patient safety the most is adhocracy culture, eventhough other organizational culture type also support patient safety. The result of this research then used as initial suggestion to make change on organizational culture so that patient safety could be improved.

Lonely are the brave

Purpose – Highlights the notion of a dominant organizational culture and examines what can happen when this conflicts with an individual employee’s set of beliefs. Design/methodology/approach – Provides examples of employees who have challenged the dominant culture in their organization and considers some of the outcomes. Findings – Investigates how people get caught up in the “need-to-be-liked” syndrome and behave in a manner that causes discomfort, yet continue to do so while occasionally losing sight of strongly held values or perspectives. Practical implications – Tells the stories of individuals who, although their fight for justice involved difficulties and emotional grief, had to take responsibility and focus on the outcome they wanted, basically to continue their personal and professional lives with their heads held high. Originality/value – Recounts cases of individuals who have faced adversity in their work because of them voicing their differences, raising concerns and being treated in a negative manner as a result.

간호조직문화가 간호사의 직무만족과 조직몰입에 미치는 영향 : 중소병원을 대상으로

The purpose of this study was to identify job satisfaction and organizational commitment depends on their organizational cultures. A survey, including the Organizational Culture Scale, Job Satisfaction Scale and Organizational Commitment Scale, was administered to 276 nurses working at 4 small to medium sized hospitals in B city. The dominant organizational culture of nursing organization was relation-oriented culture. The mean score of job satisfaction and organizational commitment was 2.68 and 4.25 respectively. Job satisfaction and organizational commitment were positively correlated with innovation-oriented, task-oriented and relation-oriented culture. Organizational commitment was negatively correlated with rank-oriented culture. Innovation-oriented, clinical career, relation-oriented and rank-oriented culture were variables influencing on job satisfaction and innovation-oriented and rank-oriented culture were major variables influencing organizational commitment. In conclusion, innovation-oriented and rank-oriented culture had a significant influence on nurses` job satisfaction and organizational commitment. Therefore, we have to develop strategies to enhancing the innovation-oriented culture and to reducing the rank-oriented culture.

Organizational Culture: The Perspectives of New Hires and Existing Employees of a Pharmaceutical Company in Thailand

The recent increase in new hires by Thai pharmaceutical companies due to the unstable employment within the global pharmaceutical industry has led to a rise in human resources management expenditures. Organizational culture has become a central focus of many researchers with the aim to propose strategies for maintaining employees. The present study assessed the organisational culture of a pharmaceutical company in Thailand. In addition, the congruency between the organizational culture of new hires and existing employees was investigated. The participants were 68 employees (15 new hires and 58 existing employees) of one multinational pharmaceutical company in Thailand. The findings demonstrated that the current and preferred organizational cultures of the studied pharmaceutical company were dominated by a “Clan” culture characterized by a family-like workplace, a parent-like relationship between organizational leaders and subordinates, and teamwork-focused values. Both new hires and existing employees rated “Clan” as the dominant organizational culture, which indicated organizational culture congruence between them. The present study facilitated a better understanding of the organizational culture of the Thai pharmaceutical industry. The findings contributed to the useful resources of a Thai pharmaceutical company’s organizational culture, which are necessary for the development of proper orientation programs and activities to improve the retention of new hires.

CONTROLLING WORKPLACE VIOLENCE

Controlling workplace violence is often focused on the violence that comes from outside the organization. However, recent data show an alarming increase in violence, as well as physical and various forms of psychological violence that is happening just in the workplace within the organization itself. Considering the fact that the consequences of any form of workplace violence are various and very serious, as well as the fact that human capital is crucial for any organization, its prevention and control have an extremely important role. The focus of this paper is placed on the causes of workplace violence arising from the organization itself, and especially from the dominant organizational culture, and in this regard, on establishing their successful control. Changing organizational culture, given that it is a source located within the organization, represents the best means of establishing control of this phenomenon. Also, the resources, as well as the influence, that are at disposal to managers, whose role in creation of organizational culture and controlling of various aspects of safety is crucial, definitely should not be ignored. The aim of the paper is to contribute to the establishment of successful workplace violence control, as one of safety aspects, as well as increasing the awareness of this. Key words:control, prevention, workplace violence

Male Managers Challenging and Reinforcing the Male Norm in Management

This paper explores the possibilities of male executives challenging the masculine norm in management through greater gender awareness in organizations. The impact of presence of women managers and a gender equality discourse in a large male-dominated company in Sweden is in focus in this empirical study. Results demonstrate how constructions of management change when awareness of gender inequality increases. Men challenge the norm when questioning the ideology that justifies men's domination in management. At the same time, constructions of masculinity expand to include new equality ideals and consequently add on possibilities for male managers, thus reinforcing the male norm in management. Constructions of women change, as individual women managers are described as superior, but women managers are still seen as deficient and less suitable for management, as belonging to a gendered category. The implications for organizational analysis and organizational work for change are greater awareness of how gender equality (GE), can simultaneously challenge and reinforce the masculine norm in management. The positive construction of women in management does not necessarily challenge the masculine norm in management, unless GE work is linked to challenging the masculine norm as part of the dominant organizational culture.

Organizational Culture Types and Their Effects on Organizational Performance in Turkish Hospitals

Nowadays a cultural transformation is seen in healthcare industry in Turkey because of important structural changes due to implemented exchange programs and liberalization policies on national basis. In this condition hospitals, as a business, make an effort to gain above average returns while serving the health services. According to the literature, one of the substantial intangible forces that affect performance is organizational culture. Thus, this study aims to identify the dominant organizational culture types of private and public hospitals while make a comparison between their effects on business performance. To examine the research questions a questionnaire survey performed, and data collected from 512 employees of 99 hospitals which are located in large cities of Turkey are analysed by using SPSS 15 program.

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts

Performance measurement of workplace change: in two different cultural contexts