Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model
The purpose of this paper is to present differences in the perception of current and desired organizational culture between two different types of workers – academic and administrative staff – in non-public universities in Poland. A synthetic review of the literature on organizational culture at uni...
| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
| Published: |
Sciendo
2021-09-01
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| Series: | Foundations of Management |
| Subjects: | |
| Online Access: | https://doi.org/10.2478/fman-2021-0010 |
| _version_ | 1798013965521911808 |
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| author | Cieciora Małgorzata Pietrzak Piotr Dębski Maciej Kandefer Krzysztof Bołkunow Wiktor |
| author_facet | Cieciora Małgorzata Pietrzak Piotr Dębski Maciej Kandefer Krzysztof Bołkunow Wiktor |
| author_sort | Cieciora Małgorzata |
| collection | DOAJ |
| description | The purpose of this paper is to present differences in the perception of current and desired organizational culture between two different types of workers – academic and administrative staff – in non-public universities in Poland. A synthetic review of the literature on organizational culture at universities and the workplace attitudes of the two groups of university employees was conducted and presented. Research in the form of a survey based on Cameron and Quinn's model was conducted in three non-public universities in Poland. A sample of opinions of 115 workers was gathered and analyzed. It was found in the study that according to academic workers, the present culture was market culture, whereas for administrative workers, it was hierarchy culture. Both groups chose clan culture as the preferred culture. The findings may be useful for higher education decision makers in their attempts to transform universities into market-oriented, yet friendly workplaces. The study's limitations include a relatively small sample of respondents. A further, more comprehensive research into the subject will be worth conducting. |
| first_indexed | 2024-04-11T15:10:02Z |
| format | Article |
| id | doaj.art-f269208016784ad9b7226b5416bcb843 |
| institution | Directory Open Access Journal |
| issn | 2300-5661 |
| language | English |
| last_indexed | 2024-04-11T15:10:02Z |
| publishDate | 2021-09-01 |
| publisher | Sciendo |
| record_format | Article |
| series | Foundations of Management |
| spelling | doaj.art-f269208016784ad9b7226b5416bcb8432022-12-22T04:16:40ZengSciendoFoundations of Management2300-56612021-09-0113113114410.2478/fman-2021-0010Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's ModelCieciora Małgorzata0Pietrzak Piotr1Dębski Maciej2Kandefer Krzysztof3Bołkunow Wiktor4Polish-Japanese Academy of Information Technology, Faculty of Information Management, Warsaw, POLANDWarsaw University of Life Sciences, Management Institute, Warsaw, POLANDUniversity of Social Sciences, Faculty of Management and Security, Warsaw, POLANDWSB University in Warsaw, POLANDWarsaw School of Economics, Collegium of Management and Finance, Warsaw, POLANDThe purpose of this paper is to present differences in the perception of current and desired organizational culture between two different types of workers – academic and administrative staff – in non-public universities in Poland. A synthetic review of the literature on organizational culture at universities and the workplace attitudes of the two groups of university employees was conducted and presented. Research in the form of a survey based on Cameron and Quinn's model was conducted in three non-public universities in Poland. A sample of opinions of 115 workers was gathered and analyzed. It was found in the study that according to academic workers, the present culture was market culture, whereas for administrative workers, it was hierarchy culture. Both groups chose clan culture as the preferred culture. The findings may be useful for higher education decision makers in their attempts to transform universities into market-oriented, yet friendly workplaces. The study's limitations include a relatively small sample of respondents. A further, more comprehensive research into the subject will be worth conducting.https://doi.org/10.2478/fman-2021-0010organizational culturecameron and quinn's modelcompeting values framework modelhigher educationnon-public higher schoolsi21i23m14m54 |
| spellingShingle | Cieciora Małgorzata Pietrzak Piotr Dębski Maciej Kandefer Krzysztof Bołkunow Wiktor Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model Foundations of Management organizational culture cameron and quinn's model competing values framework model higher education non-public higher schools i21 i23 m14 m54 |
| title | Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model |
| title_full | Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model |
| title_fullStr | Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model |
| title_full_unstemmed | Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model |
| title_short | Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model |
| title_sort | differences in the perception of organizational culture in non public universities in poland by academic and administrative staff a study based on cameron and quinn s model |
| topic | organizational culture cameron and quinn's model competing values framework model higher education non-public higher schools i21 i23 m14 m54 |
| url | https://doi.org/10.2478/fman-2021-0010 |
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