Volume 8, Issue 1 And 2 (7-2016)
jorar 2016, 8(1 And 2): 121-133 |
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Abdollahi B, Hadavandi M R, Ebrahimi A. Identifying the Organizational Culture of Red Crescent Society based on the Cameron and Quinn Model. jorar 2016; 8 (1 and 2) :121-133
URL: http://jorar.ir/article-1-308-en.html
URL: http://jorar.ir/article-1-308-en.html
PhD student of Educational Management, Faculty of Management, Kharazmi University, Tehran, Iran
Abstract: (4589 Views)
INTRODUCTION: The culture that governs any organization shapes its organizational personality; therefore, organizations can be identified according to their culture. A coherent and appropriate culture that fits organizational goals and missions increases the efficiency and effectiveness of the organization. The purpose of this study is to identify the organizational culture of the Red Crescent Society.
METHOD: In this applied and descriptive survey, the statistical population is all the experts of the headquarters of the RCS (250 people). A total of 130 questionnaires were completed using simple random. The main research tool is the standard questionnaire of the Cameron and Quinn model (2006). Content validity was confirmed using the experts’ opinion. A reliability coefficient of 0.89 was obtained. Descriptive statistics and Kolmogorov Smirnov, mean comparison, one-way variance analysis and Tukey tests were used for data analysis.
FINDINGS: The findings showed that market culture (competitive) obtained the highest average score (2.78). The results of the paired or dependent t test (16.317) at the error level of 0.05 indicate the difference between the current and desired state of organizational culture. The comparison of averages also showed that the significance level of F for gender, education, work experience and employment status are 0.904, 0/678, 0.147, and 0/001, respectively, which indicates a significant difference between the average organizational culture and the employment status of employees.
CONCLUSION: According to the results, a significant difference was observed between the current and desired organizational culture. Also, in the order of priority, competitive culture, hierarchical culture, group culture and special authoritarian culture have been ruling the headquarters of the RCS. In addition, other researches are needed to determine the current state of the organizational culture of other parts of the RCS.
METHOD: In this applied and descriptive survey, the statistical population is all the experts of the headquarters of the RCS (250 people). A total of 130 questionnaires were completed using simple random. The main research tool is the standard questionnaire of the Cameron and Quinn model (2006). Content validity was confirmed using the experts’ opinion. A reliability coefficient of 0.89 was obtained. Descriptive statistics and Kolmogorov Smirnov, mean comparison, one-way variance analysis and Tukey tests were used for data analysis.
FINDINGS: The findings showed that market culture (competitive) obtained the highest average score (2.78). The results of the paired or dependent t test (16.317) at the error level of 0.05 indicate the difference between the current and desired state of organizational culture. The comparison of averages also showed that the significance level of F for gender, education, work experience and employment status are 0.904, 0/678, 0.147, and 0/001, respectively, which indicates a significant difference between the average organizational culture and the employment status of employees.
CONCLUSION: According to the results, a significant difference was observed between the current and desired organizational culture. Also, in the order of priority, competitive culture, hierarchical culture, group culture and special authoritarian culture have been ruling the headquarters of the RCS. In addition, other researches are needed to determine the current state of the organizational culture of other parts of the RCS.
Keywords: Organizational Culture, Current and desired situation, Red Crescent Society, Cameron and Queen model
Article Type: Research article |
Subject:
Psychological support in disasters
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