چکیده:
The aim of the present research was to present an organizational culture model in Farhangian University, Mazandaran Province. This study was a cross-sectional survey type. The research population consisted of all employees of Farhangian University in Mazandaran Province (150 people) in the academic year 2016-2017. All 150 people were selected as a sample using the census sampling method. Data were collected using a researcher-made organizational culture questionnaire (42 items). The face and content validity of the tool were confirmed by experts, and its reliability was calculated based on Cronbach's alpha coefficient of 0.83. Data were analyzed using exploratory factor analysis methods and t-tests with the help of SPSS-17 and LISREL-8.8 software. The findings showed that organizational culture had seven components including adaptability, participation, flexibility, power distribution, creativity and innovation, attention to organization members, and risk-taking. In this model, the components of risk-taking, participation, attention to organization members, flexibility, creativity and innovation, adaptability, and power distribution had the most influence on organizational culture with factor loadings of 0.78, 0.72, 0.71, 0.67, 0.66, 0.60, and 0.59, respectively, and were able to explain 70.93 percent of the organizational culture in Farhangian University. Additionally, the components of participation, flexibility, power distribution, and risk-taking were below average, the components of creativity and innovation and attention to organization members were above average, and the adaptability component was at an average level.
خلاصه ماشینی:
The findings showed that organizational culture had seven components including adaptability, participation, flexibility, power distribution, creativity and innovation, attention to organization members, and risk-taking.
In this model, the components of risk-taking, participation, attention to organization members, flexibility, creativity and innovation, adaptability, and power distribution had the highest impact on organizational culture with factor loadings of 0.
Kao, Tsaur & Wu A cohesive and strong organizational culture, while providing employees with greater awareness regarding the goals and strategies of the organization, increases the sense of responsibility and commitment to values and norms and enhances job satisfaction (Arditi, Nayak & Damci 1, 2017).
Based on research results, organizational culture affects many variables such as individual behavior, motivation, creativity and innovation, decision-making methods, the level of employee participation in affairs, the level of sacrifice, commitment, job satisfaction, and effectiveness (Gu, Hoffman, Cao & Schniederjans 2, 2014).
Ansari, Shaemi Barzaki, and Safari (1390), in a study on presenting an organizational culture management model with a contextual approach, concluded that the organizational culture pattern included the components of customer orientation, mutual respect, educational knowledge, discipline, motivation, identity, cohesion and integrity, common goals, stability, result-orientedness, communication, teamwork, and control methods.
Organizational culture included seven components: adaptability, participation, flexibility, power distribution, creativity and innovation, attention to organization members, and risk-taking.
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