scholarly journals The Organizational Culture of a Major Social Work Institution in Romania: A Sociological Analysis

2019 ◽  
Vol 11 (13) ◽  
pp. 3587 ◽  
Author(s):  
Florina Luiza Vlaicu ◽  
Alexandru Neagoe ◽  
Laurențiu Gabriel Țîru ◽  
Adrian Otovescu
Keyword(s):  
Organizational Culture ◽  
Social Work ◽  
Social Services ◽  
Child Protection ◽  
Cultural Dimensions ◽  
Assessment Instrument ◽  
Sociological Research ◽  
Competing Values ◽  
Cultural Aspects ◽  
Leadership Success

This study aims to document the specific organizational culture existing in the General Directorate for Social Work and Child Protection (DGASPC) in the Gorj county, Romania. This is a major social work institution in Romania, but one which (like most other social work institutions in this country) have rarely been subject to the type of sociological research as the one reported in this article. The present analysis can help leaders in this organization and other similar organizations to assess and improve the cultural aspects that can influence the achievement of objectives, as well as the quality of the social services provided to service users. Our study has included 286 participants that hold various positions at DGASPC Gorj (social workers, psychologists, and educators). The chosen investigative instrument is the organizational culture assessment instrument (OCAI), a questionnaire designed to interpret organizational phenomena, developed by Cameron and Quinn and based on the conceptual framework of the “competing values framework”. The authors have identified four types of culture (clan, adhocracy, hierarchy, and market culture) and the tool allows an analysis of organizational culture based on the employees’ perception of the existing culture as well as also on their preferences regarding the way they would like to change the organizational culture in the future. The results show that the dominant culture is the hierarchy culture, closely followed by elements of clan culture. Other cultural dimensions are also explored and reported (leadership, success criteria, etc.).

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.

STUDY OF THE ORGANIZATIONAL CULTURE OF THE CUSTOMS AUTHORITIES OF THE REGION (BASED ON MATERIALS FROM THE SAMARA CUSTOMS)

2020 ◽  
Vol 11 (3) ◽  
pp. 139-155
Author(s):  
Yulia N. Gorbunova ◽  
Konstantin V. Trubitsyn ◽  
Natalia V. Solovova ◽  
Olga Yu. Kalmykova
Keyword(s):  
Organizational Culture ◽  
Personnel Management ◽  
Assessment Instrument ◽  
Expert Assessment ◽  
Mathematical Tool ◽  
Competing Values ◽  
Analysis Method ◽  
Second Stage ◽  
Key Characteristics ◽  
Hierarchy Analysis

The organizational culture of customs authorities is understood by the authors as a set of norms, rules, customs and traditions that are supported by customs authorities and set a general framework for the behavior of officials. To determine the key characteristics and analyze the dynamics of the organizational culture of the customs authorities, the methodology of Robert E. Quinn and Kim S. Cameron Organizational Culture Assessment Instrument (OCAI) was used. This methodology is based on the framework construction of competing values corresponding to four types of culture: clan, adhocratic, market, bureaucratic. According to the results of the survey, currently the bureaucratic type of organizational culture prevails in the Samara customs, the values of the other types of cultures are approximately equal to each other. At the same time, there are significant differences between the prevailing and preferred type of organizational culture. In the preferred state, the adhocratic type of culture predominates, bureaucracy is in second place in importance, then the clan and the market type of culture. At the second stage of the study, using the method of analyzing hierarchies, an expert assessment of the formation of the preferred – adhocratic type of organizational culture of customs authorities was carried out. The factor analysis of the identified types of organizational cultures of the customs authority made it possible to determine which type of organizational culture contains the potential for increasing the effectiveness of personnel management. To solve this problem, a mathematical tool was used – the method of analyzing hierarchies. The data obtained as a result of the application of the OCAI methodology and the hierarchy analysis method in the study of organizational culture made it possible to solve the problems of defining the type and strength of the culture dominant in the customs authorities, to establish profiles for the existing and intended organizational culture and to determine the scenario for further changes in the organizational culture of the customs authorities. contributing to improving the efficiency of personnel management.

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.

Power and Gender

2019 ◽  
pp. 91-112
Author(s):  
Zahra Khamseh
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Working Women ◽  
Cultural Dimensions ◽  
Direct Influence ◽  
Organizational Life ◽  
Cultural Aspects ◽  
Personal Experiences ◽  
Female Employees ◽  
And Gender

The chapter seeks to explore the roots of gender inequality through the personal experiences of working women in senior positions which are extracted from their stories about their families, societies, and organizations. To conduct the research, Hofstede's cultural dimensions were employed as a tool to determine the national culture which has direct influence on organizational culture which dominates the workplace and influences immensely every sphere of women's activities in the workplace. In this research, consideration is given to cultural aspects through data gathered from educated Iranian, Malay, and Turkish female employees illustrating their organizational life.

scholarly journals Analisis budaya dan hambatan organisasi pada Bank “X” di Bandung

2019 ◽  
Vol 19 (1) ◽  
pp. 81-92
Author(s):  
Meidila Anggita
Keyword(s):  
Organizational Culture ◽  
Personal Development ◽  
Cultural Dimensions ◽  
Assessment Instrument ◽  
Management Philosophy ◽  
Leadership Management ◽  
Dominant Characteristic ◽  
Recruitment And Selection ◽  
Cultural Types ◽  
Culture Market

Culture and blockage is one of the important elements in company life, because it can make a significant contribution to the success or failure of an organization. The model used to assess the organizational culture is the Organizational Culture Assessment Instrument (OCAI) by Cameron & Quinn. This model has four cultural types (clan, adhocracy, market, and hierarchy) and of the four cultural has 6 dimensions (dominant characteristic, organizational leadership, management of employee, organizational glue, strategic emphases, and criteria for success. Organizational blockage style is using Unblocking Organizational Questionnaire (UOQ) by Francis & Woodcock. This model has 14 blockages in organization (unclear aims, unclear values, inappropriate management philosophy, lack of management development, confused organizational structure, inadequate control, inadequate recruitment and selection, unfair rewards, poor training, lack of personal development, inadequate communication, poor teamwork, low motivation, and low creativity). In collecting the data, the sample used is 28 people by distributing questionnaires. The results of this study it was found that Bank “X” adopted adhocracy cultural. However, for the next five years they are expected to have a combination of different cultures namely market and clan culture. Market cultural dimensions will be the main focus in the next five years to improve target achievement. This cultural profile picture can be use as input for corporate to policy making to create organizational culture that compatible with the corporate’s vision dan mission. And for the result of blockage organization in the utilization of Human Resources in Bank "X" are poor trainning, unfair rewards and low creativity.

scholarly journals THE THEORETICAL MODEL OF ASSESSMENT OF COMMUNITY NEEDS IN SOCIAL SERVICES

2019 ◽  
pp. 11-15
Author(s):  
A. Borysova
Keyword(s):  
Social Work ◽  
Needs Assessment ◽  
Social Services ◽  
Sociological Research ◽  
Community Needs ◽  
Goods And Services ◽  
Need Analysis ◽  
Level Of Satisfaction ◽  
The Social ◽  
Client Needs

The article is devoted the theheoretical model for assessing community needs for social services wich based on a combination of quantitative and qualitative methods of sociological research. The profession of social work should focusing on the identification of community needs and the development of resources to social services. Needs can be identified as the gap between what is determined as a necessary level of resources and what resources actually exist. The ability to examine needs in a systematic way through a needs assessment helps in the identification of what resources are lacking and provides a basis for developing the resources to meet those needs. The K. Neuber defines a needs assessment as "...a systematic process of data collection and analysis as inputs into resource allocation with a view to discovering and identifying goods and services the community is lacking in relation to the generally accepted standards and for which there exists some consensus as to the community's responsibility for their provision". But if we talk about needs in social work, we should remember Sopko R.I. and her work "Typology of Client Needs in Social Work" where she identifies four types of client needs in social work: a) Regulatory need, b) Need felt, c) Need expressed, d) Relative (comparative) need. The proposed theheoretical model for assessing community needs for social services has 3 stages: 1) researching of the expressed need – analysis of statistical data on the social structure of the population of the community and existing providers of social services; 2) researching of relative need – analysis of the quality of social services provided in the community; 3) result of needs assessment – analysis of the ratio of the level of satisfaction of expressed and relative needs.

scholarly journals Analyzing Existing and Targeted Culture Typologies in the Light of the Strategy Document in Foundation Universities: The Case of A Foundation University

2021 ◽  
Vol 11 (6) ◽  
pp. 40
Author(s):  
Serdar Samur ◽  
Merve Üsküplü
Keyword(s):  
Organizational Culture ◽  
Cultural Awareness ◽  
Market Competition ◽  
Methodological Approach ◽  
Competing Values Framework ◽  
Assessment Instrument ◽  
Competing Values ◽  
Cultural Differentiation ◽  
Administrative Employees ◽  
The University

Universities are multi-cultural, complicated, social education organizations. The presence of academic and administrative employees at these organizations might result in cultural differentiation, which is influenced by changing environmental conditions and social change dynamics. The purpose of this research is to determine the foundation university's dominant current and targeted cultural typologies using a foundation university as an example and to compare them to the university's target culture typology based on an analysis of the university strategy document. This comparison will aid in defining the perspectives of the organization's members through the concept of culture to achieve the university's strategic goals. Also, the examination of the strategy document, mission, the vision of the university and at the same time questioning the organization members’ opinions about this topic fills a hole in the literature in terms of observing two sides of the coin; “rulers” and “ruled”. In addition, we need to start to gain knowledge about foundation universities’ organizational culture because we already know that cultural awareness is crucial for an organization lifetime and this knowledge comes from the analyses of it. Among the different approaches used throughout the world to define organizational culture, Cameron and Quinn's "Organizational Culture Assessment Instrument in Competing Values Framework" was employed in the study. This research was conducted with a multi-modal methodological approach by using both quantitative and qualitative methods together with the questionnaire and document analysis. According to the findings, university organization members' current (market-competition) and targeted (clan-collaboration) organizational culture typology interpretations diverge from the university's strategy on the same subject.

scholarly journals Mining the Cultural Evidence: Situating Planning and Leadership within the Academic Library Culture

2012 ◽  
Vol 7 (3) ◽  
pp. 51
Author(s):  
Lyn Currie ◽  
Carol Shepstone
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Academic Libraries ◽  
Academic Library ◽  
Assessment Instrument ◽  
Strategy Development ◽  
Competing Values ◽  
Leadership Initiatives ◽  
Performance Examining ◽  
Library Culture

Objective – This study investigated organizational culture in two academic libraries in order to propose culturally responsive strategies for developing planning and leadership initiatives. A case study conducted at the University of Saskatchewan Library (Shepstone & Currie, 2008) was replicated at two other Canadian academic libraries to generate some comparative data on organizational culture in Canadian academic libraries. Methods – The Competing Values Framework (Cameron & Quinn, 1999, 2006) provided the theoretical framework and the methodology for diagnosing and understanding organizational culture. The Organizational Culture Assessment Instrument (OCAI) was administered by questionnaire to all library staff at Mount Royal University and Carleton University libraries. Results – Scores on the OCAI were used to graphically plot and describe the current and preferred culture profiles for each library. We compared the cultures at the three libraries and proposed strategies for initiating planning and developing leadership that were appropriate for the preferred cultures. Conclusions – This research demonstrates that academic library culture can be diagnosed, understood, and changed in order to enhance organizational performance. Examining organizational culture provides evidence to guide strategy development, priority setting and planning, and the development of key leadership abilities and skills. Creating culturally appropriate support mechanisms, opportunities for learning and growth, and a clear plan of action for change and improvement are critical.

The effect of organizational culture on implementing and sustaining lean processes

2015 ◽  
Vol 26 (5) ◽  
pp. 725-743 ◽  
Author(s):  
Fatma Pakdil ◽  
Karen Moustafa Leonard
Keyword(s):  
Organizational Culture ◽  
Manufacturing Industry ◽  
Lean Production ◽  
Cultural Dimensions ◽  
Competing Values Framework ◽  
Future Research ◽  
Competing Values ◽  
Research Directions ◽  
Lean Implementation ◽  
Content Type

Purpose – Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean processes. The lack of conceptual development is one of the motivations for this study. Do organizational cultural variations correlate with the success and effectiveness of lean processes? What organizational infrastructures are required for effective lean implementation and continuation? The paper aims to discuss these issues. Design/methodology/approach – Examining literature in the area of lean production and lean management, the authors sought current literature at the intersection of organizational culture and lean processes, particularly implementation and sustainability, but found little relating to the topic. Therefore, using the Competing Values Framework taxonomy, the authors examine this intersection, relying on related research in the areas. Findings – In this paper, a brief discussion of lean processes in relation to organizational culture leads to propositions that identify the various cultural dimensions and their purported effect on lean implementation and sustainability. A model of this interaction is developed. Those quadrants of the Competing Values Framework that might be useful in developing research directions for the future are identified. Research limitations/implications – Future research directions include the measurement of organizational culture in firms that have implemented lean processes. This would be a step toward looking at the effect that the different quadrants in the Competing Values Framework have on various elements of lean efforts. This would take a significant amount of work, because the manufacturing industry, the leader in implementing and sustaining lean processes, may have institutionalized particular organizational cultures. It would be an interesting step forward in the understanding of how lean processes are operationalized across different firms and industries. However, there are multiple ways to examine culture; the authors believe this method allows the capture of the entire spectrum. Practical implications – Knowing which dimensions influence lean effectiveness and the way that they wield that influence allows managers to develop the firm’s organizational culture to one that will support implementing and sustaining lean efforts. The challenge to implement and sustain lean processes lies in the need to identify the organizational culture infrastructure that will allow this system that was first used by Japanese firms to operate well in other organizational contexts. The values and norms that underlie lean processes may create conflict with the culture that already exists within the organization; such divergence retards adoption and performance. Originality/value – There is a lack of research at the critical intersection of organizational culture and lean implementation/sustainability. Culture is key to making the changes required of lean implementation and in sustaining the drive toward lean production and management. The paper begins to fill that gap.

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