Managing the Organizational Culture. A Technological Issue
Organizational culture presents an interest for research and practice of social psychology. This article is intended to discuss the problem of managing the organizational structure on two levels that contain most topical problems: general methodological level and technological level. Organizational culture is a system with its distinct features that consists of units and sub-systems with their specific features. An organizational-culture system comprises several levels: leader’s personality level (as well as the personality level in general), level of executive team (as well as of a small group in general), level of organization in general (level of a large group).
Proactivity in the behavior of employees is a desirable attribute of a modern organization striving for innovation, which is prepared to meet the constant challenges of a technological society. Proactivity at the individual and organizational levels is characterized by the mindset of employees to transformation, useful activity, long-term planning and initiative, which brings the organization towards innovation. The goal of the study is to identify the indirect relationships between perceived organizational culture and proactivity. Our hypothesis is the existence of a positive relationship between innovative organizational culture and proactivity through the following mediators: innovative self-efficacy and autonomy. The importance of innovative culture for proactivity is illustrated by the hypothesis of the negative indirect effect of bureaucratic culture on proactivity through the same mediators. The unconventional approach of of the study –– investigation of organizational characteristics useful for innovation through students' perception of their activities at the university. This idea stems from the similarity of the attributes of a modern, constantly learning innovative organization with the characteristics of a university of a new format - with design work, academic mobility and competitive environment. As a result, the regression analysis of the mediation model involving 191 students from different faculties of the university showed a significant indirect effect of innovative organizational culture on personal and organizational proactivity through innovation self-efficacy. The bureaucratic culture, on the contrary, did not have an indirect negative effect on both levels of perceived proactivity. Additional analysis revealed direct relationships between the innovation/bureaucratic organizational culture and autonomy: an innovative culture has a positive direct relationship with autonomy, and a bureaucratic culture has a negative direct relationship. Thus, it is possible to talk about the benefits of an innovative organizational culture for the proactive personality and organizational member proactivity, provided the individual maintains a high innovation self-efficacy - belief in his/her ability to innovate. In practical application, the research contributes to one of the future scenarios of an innovative organization aimed at learning, employee independence and hierarchy reduction, and also utilizes characteristics rarely studied in Russian organizational psychology: proactivity and innovation self-efficacy.
This study examined the impact of a perceived organizational culture on organizational identification and commitment of new employees of a Russian university that is transforming to become an English-Medium Instruction university.
Historically, in the doctrine of religious dogmas there were numerous versions of the Gospels. Of these, the official church recognized only four (from Matthew, Mark, Luke and John), declaring the other Gospels either heretical or associating their authors' names with dubious activities (as is the case with Mary Magdalene). But even between the four most popular canonical works there is no complete agreement in the interpretation of moral laws. So, Luke wrote his Gospel, because in many ways he did not agree with Mark. In the title of our book, the word "Gospel" has a double meaning. Firstly, this is a new management approach as a disagreement with previous approaches. And secondly, it is an approach based on the values and disputes surrounding them, reminiscent of the struggle against competing managerial tracts for the most productive business philosophy.
The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.
The concept of entrepreneurial university and role of culture in its formation is analyzed. The understanding of academic entrepreneurial culture, as culture integrating the academic and entrepreneurial values is offered. The article reveals that methods for diagnosis organizational culture in enterprises are not suitable for an assessment of university culture. The suggestions are made for development an adequate technique for the diagnosis organizational culture of entrepreneurial university.
Purpose – To establish what demographic characteristics (gender, generations, and organisational tenure) play a role in employee perceptions of organisational culture, commitment, and identification in Russian public organisations.
Design/methodology/approach – The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used.
Findings – Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results.
The other findings correspond with those in international studies, in which females were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than males did. The older the employees are, the higher the level of identification they express.
Practical implications – Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges.
Originality/value – Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.