An Empirical Study on the Effectiveness of Organizational Culture in the Higher Education in Malaysia (original) (raw)
Related papers
Proceedings of the 1st International Conference on Economics, Business, Entrepreneurship, and Finance (ICEBEF 2018), 2019
This study analyzes the organizational culture and organizational effectiveness at public universities that operate the Educational Institution of Education Personnel (EIEP) in Indonesia. A carefully developed organizational culture can be part of a strategy to harmonize the cultural expressions of members of the organization to improve the organizational effectiveness at the university. This study analyzes the effect of organizational culture on organizational effectiveness. Using the survey and quantitative approach, the research was conducted at 12 public universities in Indonesia with population of 11,262 lecturers and the sample of 108 lecturers. The data were analyzed by descriptive, SEM-PLS, and quadrant analyses. The results in general reveal that organizational culture and organizational effectiveness at 12 public universities are moderately high, but have not optimal yet. There are still several dimensions that need to be enhanced. Hypothesis testing shows that organizatio...
An Assessment of Organizational Culture of Gedu College of Business Studies, Bhutan
Management Insight , 2021
The pretest-only survey design using the Organizational Culture Assessment Instrument was administered to 96 staff members of Gedu College of Business Studies, Royal University of Bhutan. The result shows the presence of a market culture in the college, indicating competition as the key aspect driving the daily functioning of the college. In addition, individual development seems to be a priority for each staff member. On the other hand, the analysis reveals that clan culture is indicated as the preferred culture. Employees look forward to working in teams founded on loyalty and trust. In view of these findings, it is intelligible for the management to shift towards clan oriented culture as desired by its employees to fulfil its vision of a value-driven business education institute.
Cultivating the organizational cultures in higher education
2014
This research is to describe the strategies for cultivating the organizational cultures in Higher Education and the role of leader on it. The main purpose of research is to describe the leadership strategies in cultivating organizational culture and values to member of organization. The research adopts the qualitative approach through interview and observation. Research is conducted at State Islamic Malang University in Malang Indonesia. The findings showed the leader has important role to promote the organizational cultures in organization. Although the organizational culture may be conceptualized as something emerging from social interaction and shared cognition of knowledge and belief, but the role of leader is more important aspect on it. The leader willingness to create, promote and control organizational values has positive impact on the existing of organizational cultures
Budapest International Research and Critics Institute (BIRCI-Journal) : Humanities and Social Sciences, 2019
This study discusses about how significance between organizational culture and lecturer perfomance. This research is a study that uses numerical numbers and changes feed approach to quantitative methods, with descriptive research that processes data with SPSS from the results of questionnaires on population samples. The research is done in private universities, college, academies and polytechnics in Medan. The result shows that organizational culture tends to be…
International Journal of Educational Management, 2011
Purpose-The main objective of this paper to study the organisational culture (OC) in private and public higher education institutions (HEIs) from the perspective of faculty members in order to provide empirical insights on the differences and consequently pave an avenue for cross-learning. Design/methodology/approach-Data were collected from 594 faculty members (33.9 per cent from public HEIs and 52.8 per cent from private HEIs) using the competing values framework (CVF). Findings-The factor analysis results reveal an important confirmation of the theoretical findings in the literature with respect to the four OC types (i.e. clan, adhocracy, hierarchical, and market) that were originally developed for use in the corporate sector. The independent sample t-test results suggest that the faculty members perceive all the four OC types as being significantly different between public and private HEIs. Practical implications-This paper raises awareness and provides initial guidelines to both public and private HEIs in formulating strategies on how to deal properly with their OC from the perspective of their faculty members for the attainment of organisational goals and vision. Originality/value-This article extends knowledge on OC differences between the public and private higher education-an enabler for change management of sorts. Being among the first of its kind, it further opens up new lines of future research possibilities.
Academy of Strategic Management Journal, 2021
Organizational culture is a vital component of any organization as it affects the organization's performance, effectiveness, success and sustainability. Evaluation of Organization Culture is needed to bring improvement in the individual and group behavior. The objective of present study was to find out prevailing organizational culture of Princess Nourah Bint Abdulrahman University, Riyadh and to suggest the course of actions for improving the organizational culture. The present study included a survey of 819 employees of PNU randomly drawn using Organizational Culture Assessment Questionnaire (OCAQ). This instrument assessed five functions of organizational culture. It included managing change, achieving goals, coordinating teamwork, building a strong culture and customer orientation. Factor analysis was undertaken (using SPSS 25 version) yielded three factors accounting for 54% of the variance in the data. These factors were identified as Organization objectives, organization process and organization policy. The findings of the study are useful in identifying organization factors influencing the organization culture.Recommendations are included at the end of the research.
Organizational Culture in Higher Education Organizational Culture in Higher Education
The organizational culture of academic higher educational institutions was analyzed using the Human Synergistics International (HSI) Organizational Culture Inventory® (OCI®) Survey. Cultural norms characteristic of Passive/Defensive and Aggressive/Defensive behavioral styles were overrepresented, while those characteristic of Constructive styles were underrepresented, as compared to Ideal profiles. The results reflect predominance of task-centered over people-centered organizational orientations and of lower-order (security) over higher-order (satisfaction) needs. Both current and ideal profiles were derived from the responses of higher education faculty and administrators who are active at non-profit or for-profit organizations worldwide. Targets for cultural change were identified, and recommendations were developed to assist higher education institutions approach their ideal organizational cultures.
This study aims to determine the role of organizational culture (OC) in achieving organizational excellence (OE). Jadara University, a newly private Jordanian university founded in 2006, will be our case study. The study used a questionnaire to collect information from university staff. Questionnaires were distributed to all 450 employees of the university (academic and administrative), 158 of whom returned them fully completed (response rate = 35%). Results showed that the overall mean of Jadara University OC was moderate (3.4 out of 5), while the OE overall mean was high (3.6 out of 5). Our results also confirmed strong positive correlations between overall university culture and OE. The study recommends that top management should provide training and development opportunities for all university staff, as well as carry out future studies to further diagnose future changes in corporate culture so as to help top management trace their impact on OC.
The Impact of Organisational Culture on Performance of Educational Institutions
ijbssnet.com
Every organization has a culture-good or bad. However there is more to a good culture than happy staff. In order to aid long-term performance, there are three main criteria needed to develop a suitable culture: It must be strategically relevant; it needs to be strong in order that people care about what is important; and the culture must have an intrinsic ability to adapt to changing circumstances Culture impacts most aspects of organizational life, such as how decisions are made, who makes them, how rewards are distributed, who is promoted, how people are treated, how the organization responds to its environment, and so on. Culture influences people's attitudes and behavior at work. Culture is clearly an important ingredient of effective institutional performance. There is a close relationship between an organization's culture and its performance. The survival of any organization solely rest on its effectiveness and efficiency in utilizing the resources supplied by tax payers in serving her constituency. Amidst hard economic times and the stiff competition evidenced in the education sector in the twenty first century, any institution that endavours to survive must justify its existence through its performance. Numerous factors influence the ultimate performance of any education institution. One among these factors is the prevailing culture of an institution. However, very few institutional managers realise the weight that a culture of an institution has on its performance. This paper explores what is entailed in an institutional culture,measurement of an institutional culture, measurement of an institutional performance and the effect of an institutional culture on its performance. Organizational Culture Defined Organizational culture is the set of important assumptions-often unstated-that members of an organization share in common. There are two major assumptions in common; beliefs and values. Beliefs are assumptions about reality and are derived and reinforced by experience. Values are assumptions about ideals that are desirable and worth striving for. When beliefs and values are shared in an organization, they create a corporate culture (Azhar, 2003). Robbins (1986) defines organizational culture as a relatively uniform perception held of the organization, it has common characteristics, it is descriptive, it can distinguish one organization from another and it integrates individuals, groups and organization systems variables. Organizational culture refers to a set of some commonly experienced stable characteristics of an organization which constitutes the uniqueness of that organization and differentiates it from others. Organizational culture has been defined as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. Organizational values are beliefs and ideas about what kind of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another (Black & Richard, 2003).
International journal of scientific research, 2018
For creating an effective and efficient work environment culture assessment is necessary. Organizational culture is a primary component of functional decision making and it also determines employee’s behavior. Organizational culture holds its values in corporate as well as in academic set up. In order to pursue academic excellence it is important for leaders, faculty, and staff to understand the impact of prevailing assumptions, and core values on departmental practices, cultural norms, and outcomes. Hence the study aims in understandingthe organizational culture in Management institutions of India and to identify culture gap (if any) among existing and preferred culture. In order to meet the said objectives a sample of 203 academic and non-academic staff from 37 Management Institutes were taken for the study. The culture of management education institutes was studied using Competing value model (CVF). Findings of the study reveal that in all the culture types’ employees emphasized ...