You are here

Öğretmenlerin Profesyonel Öğrenmesini Etkileyen Faktörlerin İncelenmesi

The Organizational Culture At The University

Journal Name:

Publication Year:

Abstract (2. Language): 
Organizational culture is a vital element of effective management practices in universities. Lately, researchers are motivated to study on the organizational concept to provide managerial effectiviness in the universities. Furthermore, one should analyze the typologies of organizational culture to understand the organizational behaviours in higher education institutions. The purpose of this study is to explore the concept of current organizational culture at Ege University so the effective management strategies will be developed. The Competing Values Framework was employed to identfy the organizational culture type displayed by Ege University faculty. This framework assesses the dominant organizational culture based on four culture types: Clan, hierarchy, adhocracy, and market. According to the results of this study, Ege university faculty exhibits hierarchy culture type as dominant in the current situation. The hiearchy culture represents Ege university as an organization that concentrates on internal maintenance with stable and where individuals follow procedures, and leaders effectively coordinate and organise activity to maintain a smooth running organisation. However, the strategic objectives of Ege University emphasize the attributes of mainly adhocracy and clan culture types and market culture to some extent. This implies that Ege University's mission, goals, and strategic objectives are not mostly being met with the dominant current culture type. On the other hand, the second dominant culture type for Ege University is the market culture which is mostly adequate to the strategic objectives of the university. The market culture organization concentrates on results to be achieved and the competition is the significant attribute in this type. Researches on organizational culture indicate that mission, goals and strategic objectives of an organization shouldn't conflict with the current culture and they must work together to enhance effectiveness of the organization.
1
13

REFERENCES

References: 

Açıkgöz, B. (2006). Rekabetçi değerler yaklaşımı açısından yöneticilerin örgüt kültürünei ilişkin algılamaları, Zonguldak Karaelmas Üniversitesi örneği. Unpublished master's thesis, Zonguldak Karaelmas Üniversitesi.
Antic, M., & Ceric, A. (2008). Organizational culture of faculty of civil engineering, University of Zagreb, 8th International Conference, Organization, Technology, Management in Construction, Zagreb. http://crosbi.znanstvenici.hr/datoteka/396954.Antic20Ceric.pdf
Bartell, M. (2003). Internationalization of universities: A university culture-based framework. Higher Education, 45, 43-70.
Cameron, K. S., Ettington D. R. (1988). The conceptual foundation of organizational culture. Division of Research School of Business Administration.University of Michigan, Michigan.
Cameron, K.S., & Freeman, S.J. (1991). Cultural congruence, strength and type: relationships to effectiveness. Research in Organizational Change and Development, 5, 23-58.
Cameron, K.S., & Quinn, R.E., (1999). Diagnosing and changing organizational culture based on the competing values framework. Addison-Wesley Publishing Company Inc., New York.
Cohen, D. W. (1997). Understanding the globalization of scholarship, in Peterson, M. W., Dill, D. D, Mets, L.A. and Associates (eds.), Planning and Management for a Changing Environment: A
The International Journal of Educational Research (IJERs)
11
Osman Ferda Beytekin, Münevver Yalçınkaya, Miray Doğan & Neriman Karakoç /IJERs 2010, 2( 1):1-13
Handbook on Redesigning Postsecondary Institutions. pp. 548-562, San Francisco: Jossey-Bass.
Ege
University
. (2007). Strategic objectives for Ege University 2007-2012. Ege Üniversitesi Yayınları, İzmir.
Fralinger, B.,
&
Olson, V. (2007). Organizational culture at the university level: A study the OCAI instrument. Journal Of College Teaching&Learning, 4(11), 85-97.
Folch, M.T., & Ion, G., (2009). Analysing the organizational culture of universities: Two models. Higher Education in Europe, 34(1), 143-154.
Halis, M. (2001). Durumsallığı açısından Türk örgüt kültürlerindeki yönelimler - Ampirik bir çalışma, Yüzüncü Yıl Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 2, 109-135.
Hofstede, G. & Hofstede, G.J. (2004). Cultures and organizations: Software of the mind. Second Edition. New York. McGraw-Hill.
Kezar, A., & Eckel, P. D. (2002). The effect of institutional culture on change strategies in higher education. The Journal of Higher Education, 73(4), 435-460.
Kuh, G.D.
&
Whitt, E.J. (1988). The invisible tapestry: Cultures in American colleges and universities. ASHE-ERIC Higher Education Report, No. 1. Washington, D.C.: Association for the Study of Higher Education.
Quinn, R.E. & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29, 363-377.
Pushnykh, V., Chemeris, V., (2006). Study of a Russian university's organizational culture in transition from planned to market economy. Tertiary Education and Management, 12, 161¬182.
Salonda, L. L. (2008). Exploration of a university culture: A Papaua New Guinea case study. Unpublished Doctoral Thesis, Victory University Of Technology.
Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan Management
Review, 25 (2), 3-16.
Schein, E. H. (1994). Innovative cultures and organizations. In (Ed.), T. J. Allen, and M. S.Scott Morton, Information Technology and the Corporation of the 1990's: Research Studies, 125¬146, Oxford University Press, New York.
Sezgin, O. (2009). Exploring the relationship between the concepts of organizational culture, organizational justice and organizational citizenship behavior. Unpublished Doctoral Thesis, Yeditepe University.
Smart, J. C., & John, E. P. (1996). Organizational culture and effectiveness in higher education: A test of the Culture Type and Strong Culture Hypotheses. Educational Evaluation and Policy Analysis, 18(3), 219-241.
Sporn, B. (1999). Towars more adaptive universities: Trends of institutional reform in Europe. Higher Education in Europe, 24(1), 23-33.
Sporn, B. (2001). Building adaptive universities: Emerging organizational forms based on experiences of European and US universities. Tertiary Education and Management, 7, 121-134.
Turan, S., Durceylan, B., & Şişman, B.(2005). Üniversite yöneticilerinin benimsedikleri idari ve kültürel değerler. Manas Üniversitesi Sosyal Bilimler Dergisi, 13, 181-202.
Wilkins, A., L., & Ouchi, W., G. (1983)., Efficient cultures: Exploring the relationship between culture and organizational performance, Administrative Science Quarterly, 28(3), 468-481.

Thank you for copying data from http://www.arastirmax.com