scholarly journals Features of students’ perception of a university’s organizational culture depending on their organizational identification

2019 ◽  
Vol 3 (3) ◽  
pp. 40-52
Author(s):  
Valeria O. Pomyalova ◽  
Natalia V. Volkova
Keyword(s):  
Organizational Culture ◽  
Organizational Identification ◽  
Academic Career ◽  
Assessment Instrument ◽  
Staff Members ◽  
Market Culture ◽  
Clan Culture ◽  
Postgraduate Studies ◽  
The University ◽  
Current Reality

In the current reality, the higher education as the trajectory for the academic career faces particular difficulties. There is a downward trend regarding the number of young academic specialists — a negative factor for the entire educational system. The discussed problem may arise according to various reasons: changes in the law sphere or peculiarities of the educational organization activity. Both Western and Russian researchers conclude that the relations between an organization and its staff members are the key aspect of their loyalty. Thus, this article aims to examine the connection of a university organizational culture perception by the students with different types of identification demonstrated. The authors study the peculiarities of students’ perception of the university organizational culture. Altogether, 118 students participated in questionnaires that measure organizational culture with Organizational Culture Assessment Instrument and four types of identification with the university. The findings show the gap between students’ current and preferred perception of the university organizational culture. Consequently, the dominance of market culture that contradicts the desired “clan” culture orientation with the values of friendly and close relations environment, may influence the choice of academic career and postgraduate studies.

scholarly journals Organizational Culture and Its Relationship with Employee Stress, Enjoyment of Work and Productivity

2020 ◽  
Vol 12 (2) ◽  
pp. 14
Author(s):  
Janna Olynick ◽  
Han Z. Li
Keyword(s):  
Organizational Culture ◽  
Online Survey ◽  
Well Being ◽  
Organizational Leaders ◽  
Staff Members ◽  
Work Related ◽  
Market Culture ◽  
Clan Culture ◽  
Related Stress ◽  
The Impact

Despite a recent resurgence in the study of organizational culture, insufficient attention has been paid to the impact of the types of organizational culture on employee well-being and productivity in Canadian settings. This study investigated which types of organizational culture are most closely related to employee levels of work-related stress, enjoyment of work and self-perceived productivity. A secondary research interest was to identify the dominant culture type at the studied university in northern Canada. A total of 193 staff members from various departments (e.g., academic services, facilities, student life) completed an online survey containing questions on organizational culture, stress, enjoyment of work and productivity. Three intriguing findings were generated from the data: (1) All four types of organizational culture – clan, hierarchy, adhocracy, market – were identified at the institution; (2) the hierarchy culture was most prevalent, followed by the adhocracy culture, the market culture and then the clan culture; and (3) the type of organizational culture was significantly related to stress, enjoyment of work and productivity. Employees working in a clan culture reported the lowest levels of stress, and highest levels of enjoyment and productivity, followed by those in the adhocracy and hierarchy cultures, lastly the market culture. Important implications include: (1) Organizational leaders need to take into account the role organizational culture plays in employee well-being and workplace functioning, and (2) Organizational leaders should implement strategies to create a workplace culture that promotes employee well-being and productivity.

No longer a family

2019 ◽  
Vol 39 (1) ◽  
pp. 82-96
Author(s):  
Maria S. Plakhotnik ◽  
Natalia V. Volkova
Keyword(s):  
Organizational Culture ◽  
Organizational Identification ◽  
Teaching And Learning ◽  
Online Survey ◽  
Content Type ◽  
New Employees ◽  
Market Culture ◽  
Clan Culture ◽  
English Medium Instruction ◽  
The Impact

Purpose The 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/approach Data 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. Findings Employees 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/value Most 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.

scholarly journals Organizational Culture Types that Academicians Associate with Their Institutions

2018 ◽  
Vol 7 (6) ◽  
pp. 161 ◽  
Author(s):  
Semra Kiranli Güngör ◽  
Hakan Şahin
Keyword(s):  
Organizational Culture ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Central Anatolia ◽  
Competing Values ◽  
Significant Difference ◽  
Framework Model ◽  
The University ◽  
Post Hoc ◽  
Demographic Features

This study, considering the sample of a university located in central Anatolia region, Turkey, aims to identify culture types that the academicians perceive in relevant with their institutions according to the 4 types of cultures (Clan, Adhocracy, Hierarchy, and Market) given in the Competing Values Framework by Cameron and Quinn. The study includes 205 academicians from different faculties and vocational schools as participants. The data was obtained from the Organizational Culture Assessment Instrument (OCAI) that has been prepared particularly for the research group. Analyzes of the data obtained in the study were carried out with statistical package programs as IBM SPSS Statistics 23 and Interactive Lisrel SSI 8.72. The demographic features of the academicians were determined with percentage and frequency analyzes and the mean and standard deviation statistics were used in determining the perception levels of organizational culture types which academicians associate with their universities. For the analysis of the differentiation of culture-type perception levels according to the demographic characteristics of the academicians, t-test, one-way ANOVA test, and post-hoc tests were performed. According to the findings obtained in the research, the most common type of organizational culture that academicians associate with their institution is the hierarchy culture that is presented in Competing Values Framework Model. There is no significant difference between participants' demographic features and their culture perceptions. According to the result of the research, rules, stability, predictability, and sustainable politics are at the forefront of the university. Employees are supervised by managers who tend to be good coordinators.

scholarly journals Relationship between institution status and the organizational culture of community health centres in Bali

2017 ◽  
Vol 5 (2) ◽  
pp. 135
Author(s):  
Maria Magdalena Zulian Puji Astuti ◽  
Made Sri Nopiyani ◽  
Pande Putu Januraga
Keyword(s):  
Organizational Culture ◽  
Sampling Technique ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Culture Model ◽  
Clan Culture ◽  
Health Centres ◽  
Education Levels ◽  
Public Service Agencies

Background and purpose: The adoption of an appropriate organizational culture model can be instrumental in ensuring the success of an institution. Currently, public health centres (PHCs) in Indonesia are being remodeled to function as independent units managed as regional public service agencies (BLUD). This study aims to determine whether there are differences in the organizational culture of BLUD PHCs with non BLUD PHCs.Methods: Survey was conducted with 142 staff from BLUD PHCs and with 109 staff from non BLUD PHCs, selected using stratified random sampling technique. Data were collected by completing the organizational culture assessment instrument (OCAI) according to the concept of Competing Values Framework (CVF) and analyzed descriptively to determine aspects of the organizational culture.Results: Staff at the BLUD PHCs presented with lower education levels, were older and with an average longer working period compared to staff at the non BLUD PHCs. A hierarchical organizational culture was found in three BLUD PHCs and in one BLUD PHCs, while the other two non BLUD PHCs indicated a tendency towards a clan culture. It is hoped that in the next two years all PHC will adhere to a clan organizational culture model.Conclusions: Significant differences in age, education and number of working years between BLUD PHCs and non BLUD PHCs determine the organizational culture model adopted. The current adopted organizational culture is hierarchical whereas a transition to clan culture is desired.

scholarly journals Student alienation and perceived organizational culture: A correlational study

2021 ◽  
Vol 10 (4) ◽  
pp. 1149
Author(s):  
Rajvi Trivedi ◽  
G. S. Prakasha
Keyword(s):  
Organizational Culture ◽  
Parental Behavior ◽  
Educational Institution ◽  
Peer Pressure ◽  
Well Being ◽  
Assessment Instrument ◽  
Educational Institutions ◽  
Correlational Design ◽  
Clan Culture ◽  
The Relationship

<span>It is generally expected that the students are supposed to gain an engaging and enriching experience throughout their journey of higher education. The educational institutions have to take up the responsibility to ensure that students are engaged meaningfully and are in a state of well-being. However, in the present scenario, students at colleges and universities have started to feel alienated from the campus life. Research shows that alienation levels are rising among the youth. Factors like stress, coping mechanism, restrictive parental behavior, peer pressure, academic performance, and organizational culture have an impact on alienation among the students. This study attempts to understand the relationship between student alienation and organizational culture in an educational institution. The study employed a descriptive correlational design and collected data from 600 under graduate students studying in a university. The study used student alienation scale and organizational culture assessment instrument to collect the survey data. Study revealed that there is a negative correlation between student alienation and organizational culture. There were 30% variation in student alienation is explained by different types of organizational culture. Clan culture reduces student alienation compared to hierarchy culture. The researchers urge for further research to identify ideal organizational cultures that can promote student engagement and student well-being.</span>

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.

Organizational culture as moderator in the relationship between organizational reward on knowledge sharing and employee performance

2019 ◽  
Vol 38 (7) ◽  
pp. 538-560 ◽  
Author(s):  
Abdul Rohim ◽  
I Gede Sujana Budhiasa
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Municipal Government ◽  
Employee Performance ◽  
Content Type ◽  
Local Agency ◽  
Market Culture ◽  
Clan Culture ◽  
Organizational Rewards ◽  
The Relationship

Purpose The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government. Design/methodology/approach The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division. Findings Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing. Originality/value This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).

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 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 Organizational culture types and individual readiness for change: evidence from Indonesia

2019 ◽  
Vol 2 (2) ◽  
pp. 86
Author(s):  
Aktsar Hamdi Tsalits ◽  
Gugup Kismono
Keyword(s):  
Organizational Culture ◽  
Stock Market ◽  
Readiness For Change ◽  
Future Research ◽  
Test Results ◽  
Market Culture ◽  
Clan Culture ◽  
Market Test ◽  
Positive Effect ◽  
Simple Regression

This study aims to examine the effect of organizational culture types on individual readiness for change in Indonesia as a country with high collectivism. Specifically, this study examines the effect of four types of culture namely clan, adhocracy, market, and hierarchy on individual readiness for change. The sample of this study was 264 employees of XYZ Company, a family company in Indonesia that made changes by releasing part of its shares into the stock market. Test results using simple regression support the hypothesis that clan culture and adhocracy have a positive effect on individual readiness for change. However, the influence of market culture and hierarchy on individual readiness for change was also found to be positive instead of negative as hypothesized. Discussions and suggestions for future research are presented.

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