Preferred Organizational Culture Research Articles

Odnos između procesa uključivanja zaposlenih i organizacione kulture u farmaceutskoj industriji u Severnoj Makedoniji

Using the Voice of the Organizations (Vox) instrument, this paper examines the relationship between the onboarding process and organizational culture in the pharmaceutical industry in North Macedonia, with particular reference to drug manufacturing companies. The four-dimensional Vox model has been extensively utilized and focuses only on the four designated types of organizational culture. A total of 228 responses were collected and analyzed using SPSS software by distributing online questionnaires to employees in drug manufacturing companies in North Macedonia. The results indicate that Entrepreneurial Democracy is the most preferred organizational culture during their onboarding process. Moreover, the analysis investigates the impact of generational differences, work experience, and job categories on perceptions of organizational culture in greater detail. Diverse aspects exhibited significant differences, highlighting the need for organizations to address specific dimensions during the onboarding process to foster a positive work environment. Overall, this study contributes valuable insights into the relationship between the onboarding process and organizational culture in the pharmaceutical industry, laying the groundwork for future research and providing organizations with practical implications.

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI.

The goal of this work was to use the Organizational Culture Assessment Instrument (OCAI) diagnostic method to find out the existing and preferred organizational culture in companies in the Czech Republic and then to evaluate their dependence on the size of the organizations. Data were collected in 2019-2021 and evaluated using Microsoft Excel and IBM SPSS 24 statistical program, e.g., descriptive statistics tools, one-sample z-test, analysis of variance and post hoc test (Tukey's honest significant difference - HSD). The research was conducted on a sample of 962 companies across the entire republic and fields. The results of the study show that clan culture prevails in the Czech Republic, which was dominant in all six dimensions. Enterprises in the Czech Republic have a mix of organizational cultures in the following order: (1) clan culture (31.72%), (2) hierarchical culture (25.46%), (3) market culture (21.5%), and (4) adhocratic culture (21.28%). However, with regard to the desired cultural mix, this order changes as follows: (1) clan (35.3%), (2) hierarchical (22.91%), (3) adhocratic (22.63%), and (4) market culture (19.17%). Furthermore, it was found that a statistically significant difference was observed in the assessment of organizational culture depending on the size of the organization in the Czech Republic. A limitation of the research could be the unequal number of respondents in 2020 and 2021, which does not allow comparing differences in the time period. This work can serve as a comparative basis of organizational culture with another national culture.

직업발레단 조직구성원의 현재 조직문화와 선호 조직문화와의 인식 차이 분석

Performing arts organizations face an irregular and unpredictable task environment, which requires systematic organizational diagnosis and evaluation management to address. The purpose of this research is to investigate the differences between the current organizational culture types perceived by dancers of a professional ballet company and their preferred organizational culture types, in order to provide foundational data for the management direction of the ballet company. To achieve this, a survey was conducted among current professional dancers working in the ballet company. The research was conducted using the Organizational Culture Assessment Instrument (OCAI). As a result of the research, dancers expressed a strong preference for a clan culture, while having high expectations for a culture of clan and adhocracy. On the other hand, they showed a desire for a decrease in hierarchical and marketculture. To address this, it is crucial to transform the organizational culture into a human-centric culture that emphasizes teamwork and individual artistic expression, based on trust and effective communication, rather than highlighting competition or winning among the members.

"The Practicability of Competing Value Framework as a Stride towards Public Service Delivery Improvement in the Health Sector "

"Considering its impact, organizational culture has emerged as a vital concept in organizational devel opment. Although diagnosing organizational culture appears as one of the organizational change strate gies for organizational development, it is a challeng ing undertaking. The dearth in the evaluation of the organizational culture of the public sector, especially in Nigeria, motivated this study with the aim of evalu ating the organizational culture of the Kwara State public health sector using the Competing Value Framework (CVF). Significantly, there is mounting pressure on the state’s health sector to improve its service delivery, which is likewise strained by the ef fort to contain COVID-19 incidents. Hence, to assess the organizational culture and identify the areas of improvement for an effective proposed organiza tional reform, this study collected data by adminis tering questionnaires to 256 participants. The study found that the prevailing culture is inter nally oriented and it manifests the typical culture of many public institutions. The evaluation of the cur rent and preferred organizational culture is impor tant to identify and create the needed change and most importantly foster a successful organizational transformation in the reality of many failed reforms. Conclusively, a successful change is anticipated to achieve the national goal of the health sector iden tified as one of the global sustainable development goals. "

Human Resource Management Strategy: Organizational Culture on Local Government Agency in using IT Governance System

Nowadays, much attention is directed to IT in order to facilitate better human resource management and improve decision-making results with the factors that influence it, such as the cost of using ICT, setting regulations and the implications of reporting standards that are accurate and comprehensive, and the need to deal with increasing rate of change in organizations. IT governance is one of the main concerns of public organizations today, which seek to gain value from their ICT implementation and create a competitive advantage. Within an organization, the habit of using the IT governance system becomes the part of work culture of human resource management itself and is often associated with the organizational culture. Organizational culture as human resource management strategy is one of the various factors that influence IT governance performance in organizations. However, this topic needs a lot of in-depth research, especially in the public sector. In describing the profile of organizational culture, this research uses quantitative methods through OCAI questionnaires and semistructured interviews as a qualitative approach with the total sampling. The results of the research show that the current organizational culture on the selected local government agency during the adoption of IT governance system was dominated by the market culture. Whereas, the preferred organizational culture for the future is the adhocracy culture.
 Keywords: organizational culture, organizational culture assessment instrument, IT governance, cultural analysis on IT governance

Analisis Budaya Organisasi Menggunakan Organizational Culture Assessment Instrument (OCAI) pada Karyawan PT Eddy Transport Raya

This study aims to describe the current and preferred organizational culture profile of PT Eddy Transport Raya based on the perceptions of all employees. The sampling method in this study is included in the type of saturated sample, where all the population numbers are samples. The total population in this study was 33 consisting of all employees of PT Eddy Transport Raya, so there were 33 people to be used as samples for research data collection. Primary data collection was carried out by distributing OCAI (Organizational Culture Assessment Instrument) questionnaires to all employees. The variable in this study is organizational culture with 4 indicators indicator or type of culture namely Clan, Adhocracy, Market and Hierarchy. The results of these 4 indicators provide an understanding of the organizational culture of the company. Thus it can help leaders in terms of communication and decision making within the company. In this study, employees have the perception that the current organizational culture of PT Eddy Transport Raya is more towards clan culture. In addition, employees have the desire to change and improve the organizational culture to become adhocracy.

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.

Clan Culture in Organizational Leadership and Strategic Emphases: Expectations Among School Teachers in India

Understanding the current and preferred organizational culture among school teachers in India is a primary requirement, particularly when the National Educational Policy (NEP) is being implemented. Measuring the competing values using the Organizational Culture Assessment Instrument (OCAI) provides information about the dominant characteristics of the organizational culture and the school teachers' preferences. We surveyed school teachers and received 273 responses. Research revealed that clan culture is the overall current and preferred organizational culture type. Many of the results are not a surprise. However, we found that organizational leadership is currently in the hierarchy culture and strategic emphasis is on adhocracy, whereas teachers prefer a clan culture on these dimensions. Teachers expect school leaders to be the ones who facilitate the path to achieve, provide mentoring, and are instrumental in team building. They prefer a culture that provides for the development of human capital, promotes high trust and transparency among teachers, and offers an opportunity to participate in decision-making. This study is unique as it measures schools' organizational culture that has not been done earlier in the Indian context. The results suggest implications on the leadership practices and the strategic emphasis that need to change, in order to facilitate the implementation of the National Education Policy (NEP).

Etiquette Behavior in the Context of University Organizational Culture

The aim of this study is to reveal interrelationship between the notions of etiquette behavior of students and teachers and the characteristics of organizational culture at universities. Methods. The research is based on a survey. The sample included 141 students and 69 teachers from Russian universities. A set of diagnostic methods was used to gather the empirical data. Data on teachers’ and students’ attitude to institutionalization of etiquette rules and dress code as well as students’ compliance with etiquette rules were collected using the author’s questionnaire; data on evaluation of etiquette functions were obtained through the questionnaire Subjective Evaluation of Etiquette Functions’ Significance by O.I. Danilenko, data on existing and preferred organizational culture in the respondents’ universities – through Organizational Culture Assessment Instrument (OCAI) by K. Cameron and R. Quinn. Results. Correlations between indicators, characterizing etiquette behavior and current organizational culture type, were identified in both groups: positive for clan and adhocracy culture type, negative – for hierarchical. Statistically significant positive correlations between evaluation of etiquette functions' significance and evaluation of students’ compliance with etiquette rules and clan culture, negative correlations between the same indicators of etiquette behavior and hierarchical culture were revealed in the students’ group. In teachers’ group, evaluation of etiquette functions' significance, positive attitude to institutionalization of etiquette rules and dress code are correlated positively with clan and adhocracy organizational culture, negatively – with hierarchical. Conclusion. The gathered data indicate: the higher both students and teachers evaluate characteristics of clan and adhocracy culture, the higher is their evaluation of the importance of etiquette behavior. The higher are values of hierarchical culture characteristics, the lower is evaluation of etiquette importance.

The impact of implementing a person-centred pain management intervention on resistance to change and organizational culture

BackgroundResistance to change and organizational culture are essential factors to consider in change management in health care settings. Implementation of structural change remains a challenge. There is a lack of studies providing information on the impact of implementation processes on the organization. The aim of this study was to describe the impact of implementing a systematic change process concerning postoperative person-centred pain management on resistance to change and organizational culture in an orthopaedic spine surgery unit.MethodsThe study was set in an orthopaedic spine surgery unit at a university hospital. Person-centred bundles of care for postoperative pain management of spine surgery patients were developed in co-creation by a multi-professional expert group and implemented throughout the care pathway. The intervention was underpinned by theories on organizational culture and inspired by principles of person-centred care. Quantitative data were collected using the Resistance to Change Scale and the Organizational Culture Assessment Instrument and analysed using descriptive statistics.ResultsThe findings showed a low resistance to change decreasing during the study. The organizational culture shifted from a result-oriented to a formalized and structured culture after the implementation. The culture preferred by the staff was team-oriented and participation-focused throughout the study. The discrepancy between the current and preferred cultures remained extensive over time.ConclusionIt is challenging to describe the influence of the development and implementation of a postoperative pain management program on organizational culture as well as in terms of resistance to change, in a complex health care setting. In the current study the unit was under organizational strain during the implementation. Albeit, the important discrepancy between the current and preferred organizational culture could imply that structural changes aren’t enough when implementing person-centred pain management structures and needs to be combined with relational aspects of change.

When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation

PurposeThis study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.Design/methodology/approachData were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.FindingsCurrent-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.Research limitations/implicationsThe author relied on self-reported cross-sectional data.Practical implicationsActions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.Originality/valueThe author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study

BackgroundThe concept of Organizational Culture (OC) which refers to the pattern of values, norms, beliefs, attitudes and assumptions may not be articulated through verbal language. However, it shapes the way people behave and the way things get done in an organization. The management of organizational culture is increasingly viewed as necessary part of health system reform. Major cultural transformation of an organization must be secured alongside structural and procedural changes in order to achieve desired quality and performances improvements in health systems. It is therefore essential to understand organizational culture, job satisfaction level of the health workers and the link between them.MethodologyFacility based cross sectional study was conducted in four primary hospitals of Jimma zone and town administration. A self-administered questionnaire was used to collect the data. The collected data were checked for completeness, entered and documented into Epi-data version 3.1 and Exported to SPSS version 21 for analysis. Finally descriptive statistics, Paired t-test and multiple linear regression analysis were used to assess the relationship between organizational culture and job satisfaction and the results were presented using tables and charts.ResultIt was indicated from the finding that, the dominant existing organizational culture typology in the primary hospitals was Hierarchy culture (MS = 22.31, ±2.82).and the preferred organizational culture typology was Innovative culture (MS = 26.09, ±4.72). The health workers had low to medium level of job satisfaction where only (29.40%) of the health workers were very satisfied with their hospital physical working environment. Existing perceived clan culture had positive and significant correlation with health workers’ satisfaction in relation to work relation dimension (r = .16, p < 0.002).Conclusionwhile acknowledging all limitation of observational study we reached to the conclusion that an employees of the respective primary hospitals would prefer to work in environment characterized by innovative and clan culture and their satisfaction level is medium so that the managers should undertake major cultural transformation and must work to improve the job satisfaction level of health workers within their respective hospitals.

Existing and preferred organizational culture in public organizations: The case of an electricity power plant in Algeria

This research compares employee perceptions of the existing and preferred organizational culture in an Algerian electricity power plant, which is a publicly owned and operated entity. A mixed-method approach is employed by interviewing six key managers and surveying all 256 employees of the organization. Harrison and Stokes’ Arabic version questionnaire was used to collect data on organizational culture. The means and t-test results reveal significant differences between the existing and the preferred culture types. Employees decreasingly ranked existing types as Power, Role, Achievement, and Support cultures, and they decreasingly ranked preferred types as Achievement, Support, Role, and Power cultures. These rankings reveal a clash between the existing and the preferred cultures. While the Power and Role cultures were rated as stronger than preferred, the Achievement and Support cultures were weaker than desired. These findings and their implications for Arab public management are discussed.

Merging Cultures: Organizational Culture and Leadership in a Health System Merger.

Health system mergers and acquisitions have increased exponentially in recent years as an apparent result of the Affordable Care Act. Mergers and acquisitions are seen as a way to control interdependencies within the market, control costs, leverage debt, and negotiate better rates among health insurers. Regardless of the impetus for a merger, the largest predictor of its success or failure lies within the organizational culture. The purpose of this research was to assess the current organizational culture and preferred organizational culture of two competing health organizations prior to a planned merger, and then to determine whether there were significant differences between the premerger cultures and the postmerger preferred organizational culture using the Competing Values Framework (CVF). Current culture is defined as the premerger culture as measured by the CVF, and preferred culture is defined as the self-identified preferred traits and characteristics of the postmerger culture as measured by the CVF. The study findings indicated a statistically significant difference between the premerger cultures of the health systems. However, respondents from both health systems preferred a postmerger organizational culture that was statistically the same. A review of the results along with best practices for health system leaders follows.

No longer a family

PurposeThe purpose of this paper is to examine the impact of a perceived organizational culture on organizational identification and commitment of employees of a Russian university that is transforming to become an English-medium instruction (EMI) university.Design/methodology/approachData were collected between February and March 2018, via an online survey that was disseminated among 115 new employees; 90 were completed and used for analyses. The survey included three scales.FindingsEmployees of the EMI university perceived its culture as market, which is not a common characteristic of universities that usually have a clan culture. The study has also demonstrated a discrepancy between the perceived (market) and the preferred (clan) organizational culture. The study has also showed that a clan, and not a market, culture strengthens employee organizational commitment and identification.Originality/valueMost research has examined EMI universities from the perspectives of teaching and learning. This study contributes to the limited conceptual and theoretical base around these universities by examining their processes from a perspective of management. This paper suggests that the adoption of English as a medium of instruction requires organizational change that leads to change in organizational culture.

STRATEGI PENINGKATAN KINERJA SUMBER DAYA MANUSIA PADA PERUSAHAAN KONSTRUKSI PT. JAYA KUSUMA SARANA BALI MELALUI PENDEKATAN BUDAYA ORGANISASI

Abstract : One of the key success factors of a contractor company in achieving their vision and mission is good quality of human resources (HR). Based on ISO 9001 evaluation, the quality of HR at PT. Jaya Kusuma Sarana Bali (PT.JKS Bali) that measured by indicators of objectives and targets from each division concluded that the quality of HR still need to be improved. By knowing the profile of the current and preferred organizational culture, it can be identified the strategy required to achieve the vision and mission of the organization. This study aimed to analyze the culture profile of PT. JKS Bali based on their employees perception, in order to identify strategies for improving their HR performance. The method used is an OCAI (Organizational Culture Assessment Instrument) analysis method and a survey using the OCAI questionnaire. The analysis involved identification of the culture profiles that measured in 6 key dimensions (i.e.: Dominant Characteristics, Organizational Leadership, Management of Employees, Organization Glue, Strategic Emphases and Criteria of Success) which can represent the four culture types of an organization (i.e.: Clan, Adhocracy, Market dan Hierarchy). The result suggests that the profile of the current and preferred organizational culture at PT.JKS Bali does not require significant changes. The strategies that need to be implemented derived from six key dimensions, Applying more flexible organizational leadership but also against the rules, Managing the employees who prioritize teamwork, Reducing formalities working procedures, focusing on the company's internal, emphasizing human resource development and employment commitments.

THE COMPETING VALUES FRAMEWORK OF ADMINISTRATORS AMONG PRIVATE COLLEGES IN THE NATIONAL CAPITAL REGION

ABSTRACT This study attempted to identify the competing values framework, differences on organizational culture, management practices, and skills of administrators utilizing the descriptive-evaluative method to 150 randomly selected respondents from private colleges in the Philippines. Data gathered were then computed for interpretation using percentage, weighted mean, t-test, and ANOVA. Results showed that the present and preferred organizational culture, management practices, and skills were that of clan culture based on Cameron and Quinn's (2006, 2011) competing values framework. Significant differences were found on the key dimensions of organizational culture while no significant differences were found with respect to the management practices and management skills of the respondent administrators when grouped according to their profiles. An Executive Training Program for Administrators was designed to improve administrators' weaknesses as reflected on the Competing Values Management Practices Survey and Management Skills Assessment Instrument. Keywords administrators, organizational culture, management practices, management skills

Organizational Culture and Job Satisfaction of Greek Banking Institutions

The purpose of this study is to investigate the relation between organizational culture and job satisfaction. In particular, the research hypothesis is that the type of organization culture in a specific institution is able to predict the levels of job satisfaction among employees. For the measurement of job satisfaction in the present study, the Employee Satisfaction Inventory - ESI (Koustelios, 1991, Koustelios and Bagiatis, 1997) was used. The inventory was created using Greek employees as a sample. It included 24 items, which measure six dimensions of job satisfaction. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). It included six questions (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, Criteria of Success). Each question had four alternatives (A=Clan, B=Adhocracy, C=Market, D=Hierarchy). According to the results, there is a significant difference between all aspects of current and preferred organizational culture types among employees of Greek banking institutions. The majority of employees would prefer to work in a more friendly environment, where mutual trust and informal relationships among colleagues are dominant, personal ambitions are taken into consideration and teamwork is rewarded. Moreover, the present study showed that organizational culture can partially predict the levels of employees’ job satisfaction. In particular, the adhocracy and the market type are more likely to make employees dissatisfied with their salary, while the opposite happens with the hierarchy type. Nevertheless, further investigation is needed, so that Greek bank employees’ job satisfaction is being well studied and promoted.

Organizational Culture and Innovative Work Behavior: A Case Study of a Manufacturer of Packaging Machines

Companies need to occupy a unique market share to survive in a highly competitive business world. One of the possibilities to create a unique market share is innovation. The purpose of this study was to investigate the level of innovative work behavior, type of organizational culture and the relation between innovative work behavior and organizational culture. This case study was conducted at a manufacturer of packaging machines and could be used as an example for other companies that worked within a highly innovative work field. The employees perceived the current dominant culture as a market culture and were convinced they could improve their innovative work behavior as shown by the higher average scores on preferred innovative work behavior than the current level of innovative work behavior. The preferred organizational culture was a family culture. Even though the literature confirms that family and market cultures will enhance innovative work behavior, the results from the questionnaire only show a significant correlation between the market culture and innovative work behavior in the organization. It is concluded that a transition of the current market culture towards a more family culture is needed, but in the meantime the market culture should be preserved.

Effects of Corporate Culture on Organization Performance

This paper focuses on the definition of organizational/corporate culture and sheds the light on the important studies on the topic. Various definitions of corporate culture as discussed by various authors have been analyzed. The different types of cultures and what researchers have found out about their effects on organization performance has been reviewed in this paper. A number of studies that linked the relationship between organizational culture and the organizational performance have been discussed. The researcher realized that as cited by Jennifer et al., (2011) the relationship between culture and organizational performance is still not well understood by many researchers. They bring out the criticism of strong and weak cultures citing that what matters is not the strength or weakness of a culture but how forcefully the norms are held by organizational members (its intensity), and how widely members agree about the norms within the organization (consensus) (O'Reilly, 1989; Jackson, 1960). The researcher agrees with this finding as supported by Sorensen (2002) who theorized that an organization cultures lead to consistency in performance by increasing employee consensus and willingness to endorse organizational goals, reducing uncertainty through goal clarity, and increasing motivation. Although Wilderom and Berg (1998) argued that instead of striving for strong culture, researchers should attempt to reduce the gap between employees' preferred organizational culture practices and their perception of the organizational practices. This prompts a further study to explore the reasoning by Wilderom and Berg.