Identifying the Components of Organizational Culture in the - Commercial Refah Bank
الموضوعات :
Hossein Shabani
1
(Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran)
Masoud Pourkiani
2
(Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran,)
Sanjar Salajegheh
3
(Assistant Professor, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran,)
Saeed Sayadi
4
(Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran,)
Hojat Babaei
5
(Department of Mathematics, Kerman Branch, Islamic Azad University, Kerman, Iran)
الکلمات المفتاحية: Leadership Style, Organizational Culture, promise, Organizational behavior, Refah Bank,
ملخص المقالة :
Organizational culture is a kind of collective thought planning that has emerged in recent years as dominant thinking in organizations. Since in the process of organizational culture management, first, it is necessary to know the existing organizational culture and then to achieve the desired culture, the reforms are implemented gradually and step by step, the purpose of this research is to identify organizational culture indicators and examine the current situation in the Welfare Bank of Iran. This research is applied in terms of purpose, a descriptive correlational in terms of nature, and a survey in terms of method. Its statistical population is the employees of the Welfare Bank of Iran. The sample size was 344 people who were selected by stratified random sampling. We used a researcher-made questionnaire to collect information. We set up the organizational culture questionnaire in 9 factors and 42 sub-dimensions (indicators). The experts confirmed the formal and content validity of the questions. Cronbach's alpha coefficient was calculated to be higher than (0.7), which indicates the internal consistency of the items and the confirmation of reliability. In order to analyze the data, we used structural equation modeling using Amos software. The results showed that the organizational culture measurement model including components (development of capabilities, ideals and goals, communication, coordination and cohesion, risk-taking, customer orientation, leadership style, employee rewards, and promise) had a suitable goodness-of-fit. According to the calculated factor loads, the three questions had a factor load of less than 0.5; therefore, they were excluded from the analysis process. According to the results, we can say that in the population under study, the mean of organizational culture variable is above average (3) and is at the desired level (p-value <0.05).
