scholarly journals The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland

PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0260647
Author(s):  
Aldona Podgórniak-Krzykacz
Keyword(s):  
Local Government ◽  
Leadership Style ◽  
Cultural Change ◽  
Organisational Culture ◽  
Assessment Instrument ◽  
Dominant Type ◽  
Government Administration ◽  
Political Experience ◽  
Clan Culture ◽  
Rural Municipalities

This paper aims to identify the organisational culture profiles of Polish municipalities and examine the influence of the professional, social and political experience and place-based leadership style of mayors on municipalities’ organisational culture profiles. The Organisational Culture Assessment Instrument was selected due to its suitability in assessing the organisation’s underlying culture. In the study, 917 mayors of municipalities in Poland, completing an on-line questionnaire. It was found that most of the Polish municipalities’ organisational culture is characterised by a clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s strategy is defined. The leadership style and the organisation’s success are hierarchy-focused, while the dominant characteristic is market type. The ANOVA and UNIANOVA analysis results suggest that the type of organisational culture depends on the type of municipality. The clan culture is dominant in rural municipalities. In urban municipalities, market culture and adhocracy are stronger than in rural municipalities, while clan culture is weaker. There is also an association between the dominant type of organisational culture and the mayors’ work experience in local administration and their membership in an NGO. The length of the mayor’s seniority in local government administration differentiates the importance of hierarchy culture, while his experience in the NGO sector strengthens the clan characteristics of the organisational culture of the office he heads. These findings provide important implications for the initiation and implementation of cultural change in local government administration and cooperation projects and local experiments. A cultural change is difficult to implement, and a change of mayor is not enough to initiate it. It requires planning and management. Cultural change may contribute to the increase of municipalities’ activity in cooperation’s projects and experiments. There is a need for more research on this topic to determine to what extent the organisational culture supports local cooperation projects.

scholarly journals Diagnosis of organisational culture within an NHS Emergency Department

BMJ Leader ◽  
2019 ◽  
Vol 3 (1) ◽  
pp. 19-23
Author(s):  
Brian Armstrong ◽  
John Maxwell ◽  
Eoghan Ferrie ◽  
Emma Greenwood ◽  
Linsey Sheerin
Keyword(s):  
Emergency Department ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Review Literature ◽  
Assessment Instrument ◽  
Dominant Culture ◽  
Systems Methodology ◽  
Soft Systems ◽  
Market Culture ◽  
Clan Culture

BackgroundThe academic literature demonstrates that organisational culture contributes to variation between healthcare organisations in outcomes and performance, patient satisfaction, innovation, healthcare quality and safety and employee job satisfaction.Objectives/methodsThe aims of this research were: (1) to review literature on organisational culture; (2) to identify the dominant culture within the Belfast RVH Emergency Department by using a combination of both the ‘Organisational Culture Assessment Instrument’ and ‘Rich Pictures’ soft systems methodology; and (3) to formulate recommendations.Results/conclusionWe found that the dominant organisational culture is a market culture (29.74 points), followed by hierarchy culture (28.97 points) then a clan culture (25.55 points) and an adhocracy culture (15.74 points), this infers an emphasis is placed predominantly on results and profitability. The results also look at the difference between current and preferred organisational culture. The largest desired difference can be seen in clan culture, with an increase of 12.93 points. Market culture decreases by 12.39 points. Hierarchy culture decreases with 3.58 points and adhocracy culture increases with 3.04 points. The dominant culture in the preferred situation becomes clan culture, followed by hierarchy culture, adhocracy culture and market culture. The results also show there was a differing gap within all professional groupings with admin (24.97 points), doctors (33.71 points), nurses (40.36 points) and others (11.08 points). The Rich Pictures results highlight contrasting multidisciplinary dynamics in regard to hierarchy, interteam cooperation and a team while working under extreme pressure, and were committed to quality, patient safety and service innovation.

Analysis of the organisational culture in two Croatian hospitals

2019 ◽  
Vol 28 (10) ◽  
pp. 647-651 ◽  
Author(s):  
Ružica Mrkonjić ◽  
Jadranka Ristić ◽  
Igor Jambrović ◽  
Marina Rukavina ◽  
Irena Rašić
Keyword(s):  
Organizational Culture ◽  
Organisational Culture ◽  
Common Type ◽  
Management Style ◽  
Assessment Instrument ◽  
University Hospital ◽  
University Hospitals ◽  
Organisational Climate ◽  
Clan Culture ◽  
Organizational Culture Assessment Instrument

Background: organisational culture is the character of the environment of individual bodies. It consists of a set of values, norms and customs that govern the relations between people within it. Its elements are a mission or goals, organisational climate and a working atmosphere, which affect motivation, effectiveness and, ultimately, management style. Aim: this research aimed to determine which organisational culture is prevalent in hospitals, and which staff consider is the most desirable. Methods: the research was conducted in two hospitals in Zagreb—University Hospital Sveti Duh and University Hospital Dubrava. The Organizational Culture Assessment Instrument was administered to 87 nurses. Results: in both hospitals, a clan culture was prevalent, followed by a hierarchical culture, then a competitive culture. The adhocracy culture was the least common. Participants said a clan culture was the most desirable, then a hierarchical culture, followed by the adhocracy culture; the least desirable was a competitive culture. In Sveti Duh, a clan culture was predominant, while in Dubrava it was a hierarchical culture. The most desirable culture for staff of both hospitals is the clan culture, but it was more prevalent in Sveti Duh. Conclusion: in two Croatian university hospitals, according to staff, a clan organisational culture is the most common type and is also the most desirable.

scholarly journals Individual and Occupational Differences in Perceived Organisational Culture of a Central Hospital in Vietnam

2018 ◽  
Vol 2018 ◽  
pp. 1-10
Author(s):  
Huy Nguyen Van ◽  
Au T. H. Nguyen ◽  
Thu T. H. Nguyen ◽  
Ha T. T. Nguyen ◽  
Hien T. T. Bui ◽  
...  
Keyword(s):  
Health Workers ◽  
Organisational Culture ◽  
Individual Characteristics ◽  
Assessment Instrument ◽  
Noncommunicable Diseases ◽  
Future Research ◽  
Central Hospital ◽  
Cross Sectional ◽  
Occupational Differences ◽  
Clan Culture

Many hospitals in developing countries, including Vietnam, are facing the challenges of increasingly noncommunicable diseases and the financial autonomy policy from the government. To adapt to this new context requires understanding and changing the current organisational culture of the hospitals. However, little has been known about this in resource-constrained healthcare settings. The objectives of this study were to examine the four characteristics of the organisational culture and test selected individual and occupational differences in the organisational culture of a Vietnam central hospital. In a cross-sectional study using the Organisation Culture Assessment Instrument (OCAI) with the Competing Value Framework (CVF), including 4 factors, Clan, Adhocracy, Hierarchy, and Market, health workers currently working at Quang Nam General Hospital were interviewed. The results indicated the current cultural model was more internally focused with two dominant cultures, Clan and Hierarchy, while, for the desired model, the Clan culture was the most expected one. Comparing between the current and desired pattern, the down trend was found for all types of culture, except the Clan culture, and there were significant differences by domains of organisational culture. Furthermore, the current and desired models were differently distributed by key individual characteristics. These differences have raised a number of interesting directions for future research. They also suggest that, to build a hospital organisational culture to suit both current and future contexts as per employees’ assessment and expectation, it is important to take individual and institutional variations into account.

scholarly journals Analisis Budaya Organisasi dan Gaya Kepemimpinan pada Badan Penelitian dan Pengembangan Industri Kementerian Perindustrian

2020 ◽  
Vol 11 (2) ◽  
pp. 115-124
Author(s):  
Lindawati Kartika ◽  
Indri Rizky Seventia
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Assessment Instrument ◽  
Skill Assessment ◽  
Management Skill ◽  
Research Results ◽  
Clan Culture ◽  
Managerial Implications

The function of organizational culture is to engage all components of the organization, determining identity, energy injections, motivators, and can be used as guidelines for members of the organization. Organizational Culture is one of the key successes of BPPI in the assessment of PMPRB. The purpose of this research is to answer: (1) How the realization and expected of organizational culture at BPPI Ministry of Industry? (2) How is the leadership style of BPPI leadership of the Ministry of Industry that is analyzed through the perception of leaders and employees by Using Management Skill Assessment Instrument (MSAI)? (3) How recommendations are given regarding managerial implications of organizational culture and leadership style that need to be improved Upgrade to BPPI. The Research results of the organization BPPI Ministry of Industry realization is more likely to dominate to Clan culture and hierarchy. While the expected culture of BPPI Ministry of Industry to be more likely to dominate to Clan culture and Adhocracy.

scholarly journals Organizacijska kultura v izbrani pravni osebi javnega sektorja [Organisational Culture in Selected Legal Entity in Public Sector]

2017 ◽  
Vol 15 (2) ◽  
Author(s):  
Sonja Belac ◽  
Katarina Košmrlj ◽  
Mirko Markič
Keyword(s):  
Public Administration ◽  
Cultural Values ◽  
Resistance To Change ◽  
Organisational Culture ◽  
Assessment Instrument ◽  
Traditional Values ◽  
The Public ◽  
Administrative Culture ◽  
Clan Culture ◽  
Public Organisation

Raziskava postavlja v ospredje problematiko organizacijske in upravne kulture v povezavi s pristopi v javni upravi, z managementom sprememb in s strateškim managementom v organizacijah javne uprave. Empirični del razišče obstoječo in želeno organizacijsko kulturo ter obstoj odpora do sprememb v izbrani organizaciji javne uprave in podaja predloge za morebitno izboljšanje. Podatki in informacije so bile pridobljene z uporabo OCAI vprašalnika Camerona in Quinna, ki sta jim bili dodani še dve vprašanji za ugotavljanje odpora do sprememb. Rezultati analize kažejo, da je prevladujoči tip organizacijske kulture v izbrani organizaciji kultura hierarhije in da bi si zaposleni v bodoče želeli prevladujoče organizacijske kulture tipa klan v vseh njenih vidikih. Iz raziskave tudi izhaja, da zaposleni dojemajo organizacijsko kulturo v vseh organizacijskih enotah enako in da so statistične razlike v dojemanju organizacijske kulture med vodstvenim kadrom in ostalimi zaposlenimi le v organizacijski kulturi tipa hierarhije. Izidi raziskave obenem kažejo prisotnost odpora do sprememb. Stanje v organizaciji se sklada tudi s sliko javne uprave v evropskem okolju, kjer so prisotne tako tradicionalne vrednote in vrednote nove kulture, kot tudi strah in odpor do sprememb.The research focuses on the organisational and administrative culture in relation to the approaches to public administration, strategic and change management in the public administration organisations. The purpose of the research is to empirically determine the type of present and desired organisational culture, to establish the presence of resistance to change in the selected public organisation, and to design proposals for the improvement of its organisational culture. Data and information were collected using the OCAI questionnaire – Organizational Culture Assessment Instrument developed by Cameron and Quinn in addition of two questions referring to the resistance to change. The results of the survey revealed that AJPES is dominated by a hierarchy culture and that in the opinion of employees, the organisation’s preferred or future culture should be a clan culture type in all its aspects. The results also showed that the perception of organisational culture is the same in all organizational units and different regarding managers and other employees referring to the hierarchy culture. Moreover, the results revealed the presence of resistance to change. This is congruent with the European environment where traditional values, new cultural values, as well as fear and resistance to change can be seen as components of organisational culture in public administration organisations.

The influence of organisational culture on corporate accountants' ethical judgement and ethical intention in Vietnam

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lan Anh Nguyen ◽  
Steven Dellaportas ◽  
Gillian Maree Vesty ◽  
Van Anh Thi Pham ◽  
Lilibeth Jandug ◽  
...  
Keyword(s):  
Ethical Decision Making ◽  
Code Of Ethics ◽  
Organisational Culture ◽  
Assessment Instrument ◽  
Ethical Judgement ◽  
Content Type ◽  
Ethical Intention ◽  
Clan Culture ◽  
Market Cultures ◽  
The Impact

PurposeThis research examines the impact of organisational culture on the ethical judgement and ethical intention of corporate accountants in Vietnam.Design/methodology/approachThe study relies on survey data collected from 283 practising accountants in Vietnam. Organisational culture was measured using the Organisational Culture Assessment Instrument, developed by Cameron and Quinn (2011). The Instrument is developed based on the competing values framework comprised of four distinct cultures: clan, hierarchy, market and adhocracy. Ethical judgement and ethical intention were measured based on respondent responses to five ethical scenarios, each linked to a principle of professional conduct in the code of ethics.FindingsThe findings indicate that the clan culture (family oriented) is dominant and has a significant positive influence on accountants' ethical judgement and ethical intention. Respondents in the clan culture evaluate scenarios more ethically compared with accountants in the adhocracy and market cultures but not the hierarchy culture. Accountants who emphasise the adhocracy and market cultures display a more relaxed attitude towards unethical scenarios whereas respondents in the hierarchy culture (rule oriented) display the highest ethical attitude.Research limitations/implicationsThe code of ethics, its content and how it is interpreted and applied may differ between professions, organisations or cultures.Originality/valueOrganisational research on ethical decision-making is ample but few studies link organisational culture with ethical judgement and ethical intention from the perspective of individual accountants.

Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1070-1096
Author(s):  
Friday Ogbu Edeh ◽  
Joy Nonyelum Ugwu ◽  
Isaac Monday Ikpor ◽  
Anthony Chukwuma Nwali ◽  
Chimeziem C. Gabriela Udeze
Keyword(s):  
Fast Food ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Organisational Culture ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Market Culture ◽  
Culture Dimensions ◽  
Clan Culture ◽  
Fast Food Restaurants

This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.  

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