Organizational Culture in Higher Education

2016 ◽  
pp. 257-284
Author(s):  
Ali Rıza Erdem
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Organization Culture ◽  
Basic Assumptions ◽  
Higher Education Organizations ◽  
Autonomous Construction

Universities who are higher education organizations, have an academic and autonomous construction by performing education, basic and scientific researches, community's duty functions that they take on, they improve a particular organizational culture. The organizational culture that a university has makes it different from other universities by its values,basic assumptions and norms, leaders and heroes, symbols and language,stories and legends, ceremonies and customs. In this study, the terms organization and culture were clarified first and the culture of organization and organization culture in the higher education was studied afterwards.

Organizational Culture in Higher Education

2017 ◽  
pp. 945-971
Author(s):  
Ali Rıza Erdem
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Organization Culture ◽  
Basic Assumptions ◽  
Higher Education Organizations ◽  
Autonomous Construction

Universities who are higher education organizations, have an academic and autonomous construction by performing education, basic and scientific researches, community's duty functions that they take on, they improve a particular organizational culture. The organizational culture that a university has makes it different from other universities by its values,basic assumptions and norms, leaders and heroes, symbols and language,stories and legends, ceremonies and customs. In this study, the terms organization and culture were clarified first and the culture of organization and organization culture in the higher education was studied afterwards.

scholarly journals Organizational Culture: A Case Study Measuring the Importance and Presence of Organization Values at a Higher Education Organization in Saudi Arabia

2018 ◽  
Vol 7 (1) ◽  
pp. 56
Author(s):  
Hussein M. Reda
Keyword(s):  
Higher Education ◽  
Saudi Arabia ◽  
Organizational Culture ◽  
Organization Culture ◽  
Primary Data ◽  
Common Values ◽  
Area Of Interest ◽  
Education Organization ◽  
Values And Beliefs ◽  
Higher Education Organizations

This paper presents the findings of a study that was conducted to investigate the levels of organizational culture values that are present in students and instructors in a higher education organization in Saudi Arabia. A Survey was prepared and conducted to obtain primary data from students and instructors perception of thirty two basic and common values that are relevant to the study of organizational culture. The study findings gives valuable insights into how students and instructors see the importance and presence of organizational values and beliefs in the organization. Moreover, the enthusiasm of instructors and students gave a clear indication of how significantly important the surveys were to them. Higher education organizations may look at this paper’s findings and may choose to apply its methodology to their organization and utilize its outcomes to better understand and then improve their organizational culture. Finally, this study provide a thorough investigation of a higher education organization culture by ranking the thirty two common values and measures their presence in the students and instructors community. The study will hopefully open an area of interest that could provide considerable insight for researchers interested in this topic.

scholarly journals Religious Service Paradigm in Managing Theological Seminary

2019 ◽  
Vol 9 (2) ◽  
Author(s):  
Fibry Jati Nugroho
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Significant Influence ◽  
Religious Leaders ◽  
Theological Seminary ◽  
Religious Service ◽  
Organizational Behaviour ◽  
Service Paradigm ◽  
Higher Education Organizations

STT is one of the formal higher education organizations in Indonesia which was built as a place to prepare prospective Christian religious leaders, both pastors and religious teachers with legal diplomas. STT has a different understanding and philosophy than other formal universities in Indonesia. Based on this phenomenon, this research will show how the religious service paradigm affects organizational behaviour in Indonesian’s theological Seminary (STT). This research is designing only to map the phenomena that occur in the field, in this case how the service paradigm influences organizational behaviour in STT institutions through observation and interview. It is found that the service organizational culture in the STT environment has a significant influence on the performance of its employees.

scholarly journals Applying Digital Arts Experience to Strengthen the Organizational Culture in Higher Education During the Pandemic

2021 ◽  
Vol 9 (5) ◽  
pp. 169-173
Author(s):  
Pan Lei ◽  
Emily B. Tan
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Digital Technology ◽  
Organization Culture ◽  
Core Concept ◽  
Digital Arts ◽  
Global University ◽  
Education Model ◽  
New Perspective ◽  
The University

During the COVID-19, schools were faced with changes in organizational culture under the digital education model. It is a new challenge facing higher education universities to promote cultural competitiveness, enhancing the confidence of educators in organizational culture, and communicating the cultural atmosphere to educators through digital technology. This concept paper mainly emphasizes the introduction of Digital Arts experience into organizational culture, thereby enhancing the appeal of the university organizational culture. This requires the university to combine both ideology and technology, highly advocating the organization's core concept through the global digital trend during the pandemic. This concept paper provides a new perspective of change for constructing organizational culture in universities facing education and digital challenges during the pandemic. The Digital Arts experience will be an essential part of the global university organization culture after COVID-19.

scholarly journals CULTURA ORGANIZACIONAL: características predominantes (estudo de caso em uma instituição de ensino superior no estado do Tocantins)

2019 ◽  
Vol 5 (4) ◽  
pp. 710-748
Author(s):  
Elisabeth Aparecida Corrêa Menezes ◽  
Ana Paula Neres Cirqueira
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Dynamic Environment ◽  
Education Institution ◽  
Educación Superior ◽  
Educacion Superior ◽  
Culture Identification ◽  
Higher Education Organizations ◽  
Probabilistic Sample ◽  
And Control

O presente estudo teve como objetivo identificar a cultura predominante em uma instituição de ensino superior no Estado do Tocantins. As organizações de ensino superior podem se beneficiar da compreensão da cultura a fim de traçarem estratégias de atuação visando enfrentar a intensa competição do mercado. Metodologicamente foi utilizado o enfoque quantitativo, a pesquisa descritiva, estudo de caso e amostra não probabilística por conveniência. No processo de identificação de cultura organizacional, aplicou-se o questionário de Cameron e Quinn (1999) OCAI a uma amostra de 74 pessoas, incluindo corpo docente e administrativo. Os dados da pesquisa revelaram uma grande disparidade entre a cultura atual e a desejável, pois enquanto a cultura atual evidencia que a cultura predominante é a do tipo hierárquica, a desejável vislumbra a do tipo clã, com menos foco em burocracia e controle, para um ambiente mais flexível e dinâmico. Os resultados da pesquisa sugerem mudança organizacional e o fortalecimento da cultura de clã.   PALAVRAS CHAVE: Cultura Organizacional; Cultura Predominante; IES; Instrumento OCAI.     ABSTRACT The present study aimed to identify the predominant culture in a higher education institution in the State of Tocantins. Higher education organizations can benefit from the understanding of culture in order to outline strategies to deal with the intense competition of the market. Methodologically, we used the quantitative approach, descriptive research, case study and non-probabilistic sample for convenience. In the process of organizational culture identification, the Cameron and Quinn (1999) OCAI questionnaire was applied to a sample of 74 people, including faculty and administrative staff. The research data revealed a great disparity between current and desirable culture, since while current culture shows that the predominant culture is of the hierarchical type, the desirable one envisions clan-type, with less focus on bureaucracy and control, for a more flexible and dynamic environment. The results of the research suggest organizational change and the strengthening of clan culture.   KEYWORDS: Organizational Culture; Predominant Culture; IES; OCAI instrument.     RESUMEN Este estudio tuvo como objetivo identificar la cultura predominante en una institución de educación superior en el estado de Tocantins. Las organizaciones de educación superior pueden beneficiarse de una comprensión de la cultura para diseñar estrategias de acción dirigidas a enfrentar la competencia intensa del mercado. Metodológicamente se utilizaron el enfoque cuantitativo, la investigación descriptiva, el estudio de casos y la muestra de conveniencia no probabilística. En el proceso de identificación de la cultura organizacional, el cuestionario OCAI de Cameron y Quinn (1999) se aplicó a una muestra de 74 personas, incluidos el personal docente y administrativo. Los datos de la encuesta revelaron una gran disparidad entre la cultura actual y la deseable, mientras que mientras la cultura actual muestra que la cultura predominante es jerárquica, la deseable ve el tipo de clan, con menos enfoque en la burocracia y el control, por un tiempo. Entorno más flexible y dinámico. Los resultados de la encuesta sugieren un cambio organizativo y el fortalecimiento de la cultura del clan.   PALABRAS CLAVE: Cultura organizacional; Cultura predominante; HEIs; Instrumento OCAI.

scholarly journals Revitalization the Internal Quality Assurance Through Leadership, Commitment, and Organization Culture

2020 ◽  
Vol 15 (2) ◽  
pp. 215-229
Author(s):  
Onisimus Amtu ◽  
Fakhruddin Fakhruddin ◽  
Haryono Haryono ◽  
Muhsin Muhsin
Keyword(s):  
Higher Education ◽  
Quality Assurance ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organization Culture ◽  
State Universities ◽  
Internal Quality ◽  
Academic Values ◽  
Endogenous Variables ◽  
Internal Quality Assurance

This research aims to determine whether there is a direct and indirect influence on exogenous variables, namely leadership and organizational commitment to endogenous variables, namely the application of internal quality assurance systems in state universities with organizational culture as an intervening variable. This research used quantitative approach and the analysis tools is path analysis. Population of this study included 340 lecturers at three state universities in Ambon and the sample size was 221 respondents.  The results of the study prove that organizational culture plays an important role in mediating and contributing to leadership and organizational commitment to the implementation of the internal quality assurance system in higher education. Leadership and organizational commitment require an organizational culture to build communication and motivation through expectations and academic values that develop in a healthy, creative, innovative and dynamic manner because it can encourage collaboration and synergy of all elements of higher education to achieve the set quality standards.

Risky Business: An Integrated Institutional Theory for Understanding High-Risk Decision Making in Higher Education

2018 ◽  
Vol 88 (1) ◽  
pp. 53-80 ◽  
Author(s):  
LAUREN A. TURNER ◽  
A. J. ANGULO
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
High Risk ◽  
Institutional Theory ◽  
Integrated Model ◽  
Organizational Strategies ◽  
Recent Trends ◽  
Internal Pressures ◽  
Higher Education Organizations ◽  
Risk Decision

Lauren A. Turner and A. J. Angulo explore how institutional theory can be applied to explain variance in higher education organizational strategies. Given strong regulatory, normative, and cultural-cognitive pressures to conform, they ask, why do some colleges engage in high-risk decision making? To answer this, they bring together classic and contemporary approaches to institutional theory and propose an integrated model for understanding outlier higher education strategies. The integrated model offers a heuristic for analyzing external and internal pressures that motivate colleges to implement nontraditional strategies. Through an analysis of recent trends among outlier colleges and their approaches to the Scholastic Aptitude Test, Turner and Angulo contextualize the model and consider its potential for understanding why higher education organizations adopt characteristics that differentiate them from their peers.

Organizational Culture and Effectiveness in Higher Education: A Test of the “Culture Type” and “Strong Culture” Hypotheses

1996 ◽  
Vol 18 (3) ◽  
pp. 219-241 ◽  
Author(s):  
John C. Smart ◽  
Edward P. St. John
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Colleges And Universities ◽  
Independent Effect ◽  
Institutional Performance ◽  
Dominant Culture ◽  
Differential Effectiveness ◽  
Culture Strength ◽  
Four Year Colleges ◽  
Strong Culture

Two of the more promising lines of inquiry in efforts to understand the hypothesized linkage between organizational culture and effectiveness have focused on the differential effectiveness of organizations depending on their dominant culture type and their culture strength. The primary purpose of this study was to determine whether these two lines of inquiry operate in an independent or conditional manner in explaining the hypothesized linkage between organizational culture and the performance of a sample of four-year colleges and universities. The findings provide support for both lines of inquiry, albeit not entirely in a manner suggested by their respective proponents. For example, while culture type has a decidedly stronger independent effect on institutional performance than culture strength, the differences are clearly more pronounced on campuses with “strong” rather than “weak” cultures. The implications of these findings for research on and efforts to improve the performance of colleges and universities are discussed.

scholarly journals Characteristic of Islamic Organizational Culture as An Effort to Improve Performance at University of Muhammadiyah Malang

2021 ◽  
Vol 5 (1) ◽  
pp. 79-88
Author(s):  
Sri Budi Cantika Yuli
Keyword(s):  
Organizational Culture ◽  
Qualitative Method ◽  
Management Practices ◽  
Employee Performance ◽  
Conscious Experience ◽  
Organization Culture ◽  
Research Subjects ◽  
Improve Performance ◽  
Technical Leadership ◽  
Personal Capital

This study aims to reveal the characteristics of Islamic organizational culture at University of Muhammadiyah Malang as an effort to improve employee performance. This study uses qualitative method by applying phenomenology approach. It is conducted by examining the experience realized by the informant (conscious experience) and the instruments of data collection are interviews, observation, and documentation so that researchers can obtain more complete data about the characteristics of Islamic organization culture at University of Muhammadiyah Malang. The research subjects are: (1) university board; (2) deans; (3) employees. Moreover, the qualitative data analysis techniques in this study uses 3 (three) analyzes, namely: data reduction, data presentation, and conclusion. The results of this study indicate that perceptions of Islamic organizational culture can be seen from the perception of university board, lecturers and employees on the value of leadership, norms and management practices, stories and figures, traditions and rituals, as well as perceptions on symbols. It can be concluded that the characteristics of Islamic organizational culture include: (1) Shiddiq (truthfulness) to achieve personal excellence that is honest, transparent, and accountable, (2) Amanah (trustworthiness) to achieve inter-personal capital that is unprejudiced and commitment, (3) Tabligh (advocacy) to achieve visionary and communicative leadership that is communicative and open, (4) Fathonah (wisdom) to achieve professionalism and technical leadership that is smart, competent, and innovative.

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