Designing the model of organizational culture development with a work-ethic correction approach and identifying its leverage points in governmental organizations (Case study: Golestan Province)
Subject Areas : Journal of Iranian Social Development Studies
1 - Ph.D. student, Department of Government Management- Human Resources, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran
Keywords: change in organizational culture, Pattern design, reforming work ethic, leverage points,
Abstract :
Purpose of study was designing a model of organizational culture development with a work-ethic correction approach and identifying its leverage points in governmental organizations. Research method was mixed (qualitative and quantitative). Populations were experts and 290 managers of governmental organizations of Golestan province. For collecting data, was used of a deep and semi-structured interview and a researcher-made questionnaire. To analyze the data, Grand Theory descriptive statistics, confirmatory factor analysis and structural equations methods was used. Findings of qualitative section were eight concepts: a strategic approach to reforming the work ethic (strategic category), managing organizational values (intervener category), managing switching performance (field context ), Transformational leadership (causal category), shift support staff (underlying category), knowledge management and change information (strategic category), organizing according to change (strategic category) and eighth category as outcomes and categorized as paradigmatic model. According to the results of the model, the coefficient of the effect of change factors on the outcomes indicated transformational leadership (0.729), strategic approaches (0.600), support staff of change (0.618), knowledge management and change information (730 / 0) have the highest impact. Finally, the results of the index of goodness of fit, the index of GOF index of the research model, was approximately 0.549, indicating the strong utility of the model. Based on the results of the ranking and two-dimensional charts of the importance of the categories, it was not possible to identify the leverage point or points.
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