Organizacijska kultura v izbrani pravni osebi javnega sektorja [Organisational Culture in Selected Legal Entity in Public Sector]

Abstract

Raziskava postavlja v ospredje problematiko organizacijske in upravne kulture v povezavi s pristopi v javni upravi, z managementom sprememb in s strateškim managementom v organizacijah javne uprave. Empirični del razišče obstoječo in želeno organizacijsko kulturo ter obstoj odpora do sprememb v izbrani organizaciji javne uprave in podaja predloge za morebitno izboljšanje. Podatki in informacije so bile pridobljene z uporabo OCAI vprašalnika Camerona in Quinna, ki sta jim bili dodani še dve vprašanji za ugotavljanje odpora do sprememb. Rezultati analize kažejo, da je prevladujoči tip organizacijske kulture v izbrani organizaciji kultura hierarhije in da bi si zaposleni v bodoče želeli prevladujoče organizacijske kulture tipa klan v vseh njenih vidikih. Iz raziskave tudi izhaja, da zaposleni dojemajo organizacijsko kulturo v vseh organizacijskih enotah enako in da so statistične razlike v dojemanju organizacijske kulture med vodstvenim kadrom in ostalimi zaposlenimi le v organizacijski kulturi tipa hierarhije. Izidi raziskave obenem kažejo prisotnost odpora do sprememb. Stanje v organizaciji se sklada tudi s sliko javne uprave v evropskem okolju, kjer so prisotne tako tradicionalne vrednote in vrednote nove kulture, kot tudi strah in odpor do sprememb.

The research focuses on the organisational and administrative culture in relation to the approaches to public administration, strategic and change management in the public administration organisations. The purpose of the research is to empirically determine the type of present and desired organisational culture, to establish the presence of resistance to change in the selected public organisation, and to design proposals for the improvement of its organisational culture. Data and information were collected using the OCAI questionnaire – Organizational Culture Assessment Instrument developed by Cameron and Quinn in addition of two questions referring to the resistance to change. The results of the survey revealed that AJPES is dominated by a hierarchy culture and that in the opinion of employees, the organisation’s preferred or future culture should be a clan culture type in all its aspects. The results also showed that the perception of organisational culture is the same in all organizational units and different regarding managers and other employees referring to the hierarchy culture. Moreover, the results revealed the presence of resistance to change. This is congruent with the European environment where traditional values, new cultural values, as well as fear and resistance to change can be seen as components of organisational culture in public administration organisations.