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the Basic requests to a technique of an estimation and the analysis of management of formation of organizational culture of basic university

Increasing importance of a problem of an estimation and the analysis of management of formation of organizational culture of basic university results from necessity of restraint and levelling of disputed potential of local subcultures reorganizuemyh the educational organisations and realisation of the changes supporting stability of university in the varying environment.

The organizational culture unites in itself the difficult, internally connected and at the same time not absolutely certain set of factors and can be defined as set of methods and results of activity of employees of university.

Management of formation of organizational culture is impossible without realisation of a multilateral estimation of its actual condition in concrete
Basic university. Taking into consideration diversity of a phenomenon of organizational culture, creation of corresponding techniques and procedures are rather uneasy problems. In our opinion, realisation of such estimation is complicated by following factors: 1) diversity of a phenomenon of organizational culture and its separate forming; 2) complexity of a quantitative estimation of concrete qualitative components of management of formation of organizational culture; 3) characteristic lines of process of formation of organizational culture of separately taken basic university. Besides, the quantitative interrelation between qualitative characteristics of organizational culture and results of work of university [123] is insufficiently studied. Paramount problem for the permission of this problem is realisation of a comparative estimation of existing techniques of research of management by formation of organizational culture of basic university, their critical analysis for the purpose of revealing of positive sides and defects.

As a technique of an estimation of management of formation of organizational culture of basic university understand an operations procedure aimed at research of organizational culture for the purpose of extraction of the information on a condition of university and revealing of the basic advantages and defects [25]. The analysis of scientific references [8; 14; 29; 42; 44; 65; 93; 96], allows to say that there are two groups of techniques of an estimation and the analysis of management of formation of organizational culture - qualitative and quantitative (Drawing 11 see).

Qualitative techniques mean realisation of researches of the descriptive character basing on the analysis of collected primary data on university and the information of private character (submission of employees about university, its resources and potential; motivation degree; internal conflicts; informal interrelations) without their quantitative expression [43].

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Drawing 11 - Techniques of an estimation and the analysis of management of formation of organizational culture

Source: it is developed by the author

Qualitative techniques of an estimation of management of formation of organizational culture concern [40; 51; 66; 70; 72; 75; 90; 98; 105]:

1. Technique SHejna (analyzes three levels of display of organizational culture: the artefacts, declared values, base submissions);

2. Mark-Pirsona technique (bases on 12 basic archetypes of human mentality);

3.

Technique Klukholma-Strodberga (parametres for the analysis: specific features of employees, their outlook, the relation to other people, installations, time management, a key kind of activity);

4. Technique Medoka-Parkina (analyze characteristic lines of gender relations in collective);

5. M.Burke's technique (communication with an external environment, volume and organisation structure, motivation of staff is analyzed);

6. C.Hendi's technique (characteristics for the analysis: procedure of distribution of powers in the organisations, valuable orientations of the person, mutual relation of the employee and the organisation, structure of the organisation and character of its activity at different stages of development);

7. R.Akoffa's technique (research parametres - level of attraction of employees to an establishment of reference points in the organisation and to preferences for achievement of definite purposes);

8. U.Ouchi's technique (it is based on distinctions in regulation of mutual relations between employees);

9. A technique Dila-Kennedy (analyzed characteristics - a class of risk and speed of reception of a feedback);

10. Harris-Morana technique (suggest to evaluate and analyze management of formation of organizational culture on the basis of following characteristics: outlook of the employee, communication means and dialogue language, appearance of the employee, the relation to time, methods
Mutual relations with colleagues, system of beliefs, process of formation of the employee, labour ethical standards and motivation).

Qualitative methodical approaches to an estimation and the analysis of management of formation of organizational culture give the chance to receive convincing and demonstrative results of research and to reveal the basic cultural urological characteristics. Common fault of the given techniques is the impossibility of revealing of deep properties and features of management of formation of organizational culture [42]. Quantitative techniques of an estimation and the analysis base on realisation of various selective interrogations for the purpose of reception of a numerical estimation of a condition of university. Quantitative techniques of an estimation of management of formation of organizational culture concern [13; 19; 73; 111; 133; 134; 136; 137]:

1. A technique of diagnostics of organizational culture Kamerona-Kuinna (OCAI);

2. Cook's technique - Lafferti (OCI);

3. Technique Van de the Post-koninga;

4. Technique O'Rejli, CHatman and Konduell (OCP);

5. S.Glasera and S.Zamanou's technique (OCS);

6. A technique «the Cultural field» T.O.Solomanidinoj;

7. D.Denisona's technique;

8. G.Hofstede's technique;

9. R.Goffi and G.Johns's technique «Cuba double With»;

10. A technique of an indicative estimation of organizational culture of A.E.Voronkovoj.

Advantages and defects are at all transferred techniques. So, qualitative techniques give the chance to extract as much as possible accurate submission about organizational culture of basic university, to find out base arguments of numerous actions and acts. In spite of the fact that the qualitative analysis is supplied by details and components, it contains at least, following weaknesses: first, the properties established on
The first stage of research, can appear useless on other and, in - the second, it is impossible to check concrete interrelation among properties of culture and their effect on university work. On the other hand, quantitative techniques give the chance to appreciate exclusively outside displays, not getting in any way in original circumstances of occurrence of corresponding organizational culture, however with their support there is a possibility of comparison of management various cultures of basic universities. In our opinion, quantitative techniques are allocated with research width, meanwhile every possible selective interrogations it is more preferable to carry out with allowance for specificity of certain basic university.

For an estimation of prospects of data application of techniques (the appendix with In on) and definitions of the basic requests to which the effective technique of an estimation and the analysis of management should answer with formation of organizational culture of basic university, further we will carry out comparison of their possibilities, advantages and defects.

1. E.Shejna's technique.

The brightest sample of the qualitative techniques focused on application for an estimation and the analysis of management of formation of organizational culture of basic university is technique Edgara SHejna named it «clinical research» [51]. The technique of "clinical research» believes, that employees of basic university freely and at own will entrust data demanded for studying as act in a role of initiators of researches. The researcher involves workers in partnership in survey for the purpose of the permission with them of the formulated questions and problems, and is exclusive on their own conditions. The estimation and the analysis take rather long period of time and are accompanied by constant presence of the researcher in university. Throughout all period of researches it contacts to a management and has the stay right at meetings. E.Shejn suggests to carry out research at three levels:
Visible artefacts; usages and principles; base views and sights. Justifying similar differentiation, the author declares, that, not coming nearer in any way to level of base views, it is impossible to realise significance of artefacts and proclaimed values.

With the purposes of an estimation and the analysis of management of formation of organizational culture of basic university it is possible to carry to the basic possibilities of use of the given technique: 1) possibility of reception of a complete picture of organizational culture, including such components, as internal communications, a psychological climate, style of lead, etc.; 2) an estimation of organizational culture through its comprehensive studying implitsitnyh components. It is possible to carry rather significant reliability to advantages of use of the given technique, possibility as much as possible to study features of internal communications and a reality of application of results of research in direct current work. The difficult moment is rather long duration of research, it trudozatratnost and low degree of interest of a considerable quantity of employees of university in changes.

2. Technique OCAI Kamerona and Kuinna.

Authors recommend for use in a sufficient measure a highly reliable method of an estimation of management of formation of organizational culture, to which have entitled OCAI (Organizational Culture Assessment Instrument) [13]. During research it is supposed, that structural divisions have components of culture which are characteristic for basic university as a whole. According to the given circumstance at an estimation of management of formation of organizational culture of university, it is necessary to keep in the centre of attention or the educational organisation completely as a unit, or to analyze cultures reorganizuemyh universities. Such combination of approaches is capable to grant a heuristic estimation of uniform organizational culture at basic university. Technique Kamerona-Kuinna means existence of four updatings
Organizational culture, culture six signs; for each updating of culture there are diverse set sizes of any of six attributes. As attributes of culture are applied: bases of intraorganizational relations, installations of employees, a cumulative image of lead in the organisations, a management of staff, mission and the basic aspects of successful activity. In a combination the given substantial measurements display fundamental cultural values and obviously not shown assumptions about a method of fulfilment by basic university of the functions. They reflect submissions about a real state of affairs at university. Authors of a technique focus attention on two basic measurements on which indicators of this or that organizational culture appear in one of four groups. One measurement separates criteria of efficiency of university which underline flexibility and dynamism, from criteria of stability and the control. The continuum of the given measurement is stretched from organizational many-sided nature on one extremum to organizational nekolebimosti - on other. The second measurement separates criteria of efficiency which allocate internal orientation and integration, from the criteria interfaced to external orientation and differentiation [37].

According to technique ОСАІ classification is carried out on the basis of an establishment of a profile of basic university. Scientists K.Kameron and G.Kuinn allocate 4 kinds of organizational culture: clan, adhokraticheskaja, bureaucratic, market; which degree of display is represented graphically in the form of a frame design. Technique ОСАІ has more possibilities in comparison with a technique of clinical research

E.Shejna also has a number of powerful advantages and objective possibilities:

1) gives possibility to define dominating type of organizational culture, force of its display; 2) the technique has high degree of formalisation (the standard questionnaire and algorithm of its processing is used); 3) simplicity of use; 4) rather small expenses of time; 5) gives possibility to define uniformity of culture, a coordination of local subcultures.
Application of this technique is effective and is productive, for example, by comparison of cultures reorganizuemyh universities among themselves. The basic defect of application of technique OCAI is overwork multifunctionality and the universality reflecting only signs, but not factors of acts and actions of employees of the educational organisation.

3. Technique OCI of Cook and Lafferti.

By means of technique Organizational Culture Inventory (OCI) judgements and items of employees that it is necessary to do at the moment for increase of efficiency of activity [133] are investigated. Employees are offered to express aspects of activity at that university in which they would wish to work. OCI defines sets of beliefs and acts which their promptings can influence ideas and actions of employees, efficiency of activity, satisfaction work and susceptibility to stresses. Results of realisation of research are represented in the form of a profile on a circle which sections are styles of organizational culture:

■ philanthropic - significant and strong necessity for contacts and communications;

Friendly - members of the organisation interact on the friendly

To basis;

Approving - there is a mutual understanding high level between

Employees of the organisation;

■ polite - members of the organisation interact in the consent with the settled policy and practice of relations;

Dependent - readiness to please authorities to execute that from

Them expect;

uklonitelsky - avoidance of initiatives and independent actions;

Opposite - irritability, resistance various

To initiatives;

Power - prompting of others by any methods;
Competing - activity transformation in competition, in

Which it is impossible to be the loser;

Exacting - the desire to execute all is faultless and excellent;

Successful - popularisation of successful results;

samoaktualizatsionnyj

Desire of the majority to work

Independently and freely.

According to Cook and Lafferti, these styles correspond to three kinds of culture:

1) constructive - employees try to interact among themselves and find possibilities for the compromise on absolute to all problems and problems;

2) is passive-protective - members of the organisation act accurately and circumspectly;

3) is aggressive-protective - employees vigorously confront, preserving own status and position.

Technique OCI can be used for research, both groups of employees, and separate workers. Each of styles of organizational culture is answered approximately with ten positions. This technique during the present period does not terminate promptly to be improved, for the given reason - confirming its reliability and authoritativeness still it is not enough bases and arguments. Technique OCI is applied in researches in many directions: identifications of the spheres demanding changes, formation of an image of cultural changes, reduction of negative effects of the conducted changes.

4. A technique of the Post and Koninga.

The technique includes 97 questions and demands no more than 10 minutes of time for answers [137]. As a whole the technique includes 114 characteristics defining culture of basic university, uniting them in general characteristics. For all questions there are configurations of positive or negative position. At podschityvanii results the affirmative conclusions are summarised to
To the opposite conclusions, forming a cumulative indicator for each parametre. The basic positive moment of the given technique is its significant statistical reliability and validity. Apparent defects of a technique of the Post and Koninga are not revealed now.

5. Technique OCP O'Rejlli, CHatmana and Kaldvella.

Technique Organizational Culture Profile (OCP) is created O'Rejlli, CHatmanom and Kaldvellom in 1991 for the purpose of definition of a psychoemotional climate in the organisation [136]. The technique can be successfully applied to an estimation and the analysis of management of formation of organizational culture of basic university and assumes the following operations procedure: employees of university receive cards with 54-mja the statements reflecting personal or obshchegruppovye significances, and should distribute them on 9 groups. Research of the results received by means of OCP, is carried out under 27 characteristics in 7 directions: formalizovannost, stability or innovatsionnost in work, obshchekomandnaja atmosphere, vzaimouvazhenie, installations on the co-ordinated interactions and antagonistichnost.

It is possible to carry to the basic advantages and dignities of use OCP: 1) the most exact description of cultural features of basic university; 2) width of sphere of research with allowance for specificity of university. The basic defects of technique OCP are: 1) labour input of procedure of information gathering; 2) requirement for competent experts for processing of results.

6. Technique OSC Glaser and Zamanou.

Technique Organizational Culture Survey (OCS) is developed Susan Glaser's by researchers and Sleepyhead Zamanou [134]. For research six parametres of organizational culture which include are used: work in a command, morally-ethical standard, management of information flows, influence on the general management of the organisation, monitoring and efficiency of realisation of meetings and meetings. Last updating of questionnaire OCS contains 31 question.

All characteristics can be evaluated by means of technique OCS. Originally employees ask to state that sympathises with them in activity of their organisation when they only have started activity and that has influenced change of their submission further. Interrogations are conducted with each employee personally in a certain place and in due time. Thus, the neglect is levelled by questionnaires and error level that is favorably reflected in reliability of a technique is reduced.

7. A technique «a cultural field» T.O.Solomanidinoj.

Researcher T.O.Solomanidina suggests to analyze «a cultural field» the organisations, consisting of four characteristics defining organizational culture [42]. Each of characteristics receives significance owing to answers of workers to questions. As T.O.Solomanidina's characteristics suggests to apply following parametres: fidelity of the organisation, degree of satisfaction work, a generality of the individual purposes and values of the organisation, a psychological climate, mutual understanding between employees, conflictness level, availability of mutual aid and mutual assistance, an educational level, satisfaction the plan of career movings, satisfaction from present system of training, motivation and working conditions.

It is possible to carry to the basic advantages and dignities of use of a technique of T.O.Solomanidinoj: 1) speed of reception of results; 2) possibility of association of diverse factors of management of formation of organizational culture in uniform indicators. The basic defects of the given technique are: 1) labour input of procedure of information gathering; 2) reliability and reliability of results of research depends on competence of experts.

8. D.Denisona's technique.

D.Denisona's technique is constructed with use of a scale of competing values of K.Kamerona and G.Kuinna [73]. Within the limits of D.Denison's given scale
Defines four displays of organizational culture - mission, stability, degree of an involvement into organisation activity, adaptability which influence organizational efficiency. Each parametre from four displays of culture is characterised by three indicators, hence, the organizational culture by D.Denisona's technique can be characterised 12th indexes. The basic features of the given technique is use of a considerable quantity of indicators and realisation of estimations in a cut of type of culture. For increase of objectivity of estimations the author of a technique compares its results to efficiency indicators on which the greatest impact organizational culture makes.

It is possible to carry to the basic advantages of use of the given technique: 1) relative simplicity and speed of use; 2) clearness and clearness of an applied method of an estimation; 3) a reinforcement of results the analysis of biographical inspection of indicators of efficiency of activity of the organisation. The basic defects of a technique of D.Denisona is that: 1) the technique does not provide realisation of the content-analysis, the deep analysis of problems of the organisation; 2) not enough attention is given to explicit displays of organizational culture.

9. R.Goffi and G.Johns's technique «Cuba double With».

According to technique Goffi-Dzhonsa two main measurements of organizational culture are the sociality and solidarity [135]. The sociality recreates border of friendliness of employees, solidarity - unity level, degree of judgement of problems and the organisation purposes.

The combination of high and low significances of a sociality and solidarity gives possibility to define 4 kinds of culture of the organisation: network, nayomnicheskuju, fragmentirovannuju and communal. The basic tool of the given technique is the questionnaire-questionnaire from 23 positions, having two scale and diagnosing degree of a sociality and solidarity on a five-point scale.

It is possible to carry that it gives possibility to define not only a kind of organizational culture, but also it to the basic dignities of a technique
Positive or negative forms. It is necessary to carry to the basic advantages: 1) possibility of reception of the general estimation of level of organizational culture; 2) possibility of realisation of a comparative estimation; 3) relative simplicity and speed of use. Apparent defects of the given technique are not revealed now.

10. A technique of an indicative estimation of organizational culture of A.E.Voronkovoj.

The technique of an indicative estimation of management is developed by formation of organizational culture under the guidance of professor A.E.Voronkovoj and provides realisation of diagnostics on the basis of the analysis of indicators of culture of the organisation [19]. According to developers of a technique, the organizational culture is characterised by two blocks of indicators: indicators of an environment and indicators of the internal environment. The environment, according to a technique, is investigated in a cut of structural elements as culture of communications and culture of interaction with counterparts, and the internal environment - is presented by culture of management, economic culture, culture of the organisation of work, a standard of work, culture of innovations, culture of staff, culture of social sphere. Each structural element of organizational culture is investigated by means of certain quantity of indicators. For diagnostics realisation the questionnaire which contains possible variants of an estimation of each of indicators is used. The final conclusion about a condition of organizational culture assumes generalisation of results of questionnaires of all participants of expert group.

It is possible to carry the following to the basic possibilities of a technique: 1) account of an indicator of force of organizational culture as generalised characteristic; 2) the technique gives possibility to carry out the comparative analysis both on an indicator of force of organizational culture, and on level of its separate indicators. The technique has following advantages: 1) at the heart of a technique the expert method of researches increasing reliability of results of the analysis lays; 2) the questionnaire for estimation realisation is structured, criteria
Estimations - accurate; 3) estimation indicators are closely interconnected with indicators of quality of management. At the same time it is possible to carry the following to the basic defects: 1) the technique is enough difficult and demands attraction of the qualified experts, hence, assumes additional charges; 2) in the course of an estimation the content-analysis of documents that reduces objectivity of an estimation is not used; 3) in the course of an estimation economic indicators are not investigated.

Thus, modern techniques of an estimation and the analysis of management of formation of organizational culture have essential distinctions. We consider, that the effective technique of an estimation and the analysis of management of formation of organizational culture of basic university should meet following requests: to state a comprehensive estimation as to management of formation of organizational culture as a whole, and to its separate components; to give the chance to carry out a comparative estimation both in time, and between the educational organisations; to consider as explicit, and implitsitnye culture displays; to accept in account influence of its basic components defining the general culture of the educational organisation; to consider valuable orientations of employees and trained and to define availability of cultural divergences reorganizuemyh universities.

Thus, in the given paragraph of research the author of research systematises existing methodical approaches to an estimation and the analysis of management by formation of organizational culture of basic university, their critical analysis is given. Comparison of techniques is carried out by comparison of their possibilities, advantages and defects, and also an estimation of prospects of their application in the conditions of basic university. The conclusion is drawn on the basic requests to which the effective technique of an estimation and the analysis of management should answer with formation of organizational culture of basic university.

In the following paragraph of dissertational work, leaning on entropijnoyosinergetichesky the approach and a complex of the basic requests to an effective technique, we regard necessary to offer an author's complex technique of an estimation of objects of management of formation of organizational culture of basic university.

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A source: FEDOROV Victor Mihajlovich. MANAGEMENT of FORMATION of ORGANIZATIONAL CULTURE of BASIC UNIVERSITY. The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. Omsk - 2018. 2018

More on topic the Basic requests to a technique of an estimation and the analysis of management of formation of organizational culture of basic university:

  1. Working out of a complex technique of an estimation of objects of management by formation of organizational culture of basic university
  2. 3.1 Estimation of management of formation of organizational culture of basic university and revealing of preconditions of use of administrative consultation
  3. Definition of key directions of perfection of management by formation of organizational culture of basic university
  4. CHAPTER 3. THE BASIC DIRECTIONS AND PROSPECTS OF PERFECTION OF MANAGEMENT OF FORMATION OF ORGANIZATIONAL CULTURE OF BASIC UNIVERSITY
  5. Use of administrative consultation with the purposes of development of management by formation of organizational culture of basic university
  6. the Entropijno-Sinergetichesky approach to management of formation of organizational culture of basic university
  7. CHAPTER 1. THEORETICAL BASES OF MANAGEMENT OF FORMATION OF ORGANIZATIONAL CULTURE OF BASIC UNIVERSITY
  8. CHAPTER 2. METHODICAL ASPECTS OF RESEARCH OF MANAGEMENT OF FORMATION OF ORGANIZATIONAL CULTURE OF BASIC UNIVERSITY
  9. Organizational culture as the factor of increase of a management efficiency basic university
  10. FEDOROV Victor Mihajlovich. MANAGEMENT of FORMATION of ORGANIZATIONAL CULTURE of BASIC UNIVERSITY. The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. Omsk - 2018, 2018
  11. Tjurnkova Maria Mihajlovna Razrabotka. of a technique of an estimation and formation of organizational culture of a commercial undertaking, 2007
  12. Local subcultures in the organizational environment of basic university