期刊名称：International Journal of Psychological Studies
印刷版ISSN：1918-7211
电子版ISSN：1918-722X
出版年度：2013
卷号：5
期号：4
页码：86
DOI：10.5539/ijps.v5n4p86
出版社：Canadian Center of Science and Education
摘要：This study aimed at investigating different types of organizational cultures common in Egyptian workplaces and how they might be influenced by the type of ownership (governmental, public, or private), the region in which the organization exists (Cairo, North Egypt, or South Egypt), and the organization size (large vs. small). Organizational cultures were divided, according to the Competing Values Model proposed Cameron and Quinn (1999/2006), into four types: Market, Hierarchy, Adhocracy, and Clan cultures. Organizational cultures were evaluated by developing an Arabic/Egyptian standardized version of the Organizational Climate Measure (OCM) prepared originally by Patterson and his colleagues (Patterson et al. 2005). OCM was based on the Competing Values Model and was designed to assess the four basic dimensions of the model, and it went further to define specific components (which ranged from 2 to 6) for every dimension, with 4 to 6 items for each component. In the OCM, the Clan culture was renamed Human Relations culture, which includes 6 dimensions, and Hierarchy culture became Internal Process culture and included 2 components. Similarly, Adhocracy culture was renamed Open System culture with 3 components, and Market culture was renamed Rational Goal culture with 6 components. A sample of 158 employees working in different professions participated in the study. Their ages ranged between 19 to 62 years old and their mean age was 34.94 years (SD = 10.61). 82 (52%) were males ad 76 (48%) were females. A 3X3X2 MANOVA of the data was conducted. Results indicated that private organizations got higher scores on Human Relations, Open System, and Rational Goal cultures than governmental organizations (but not necessarily the public ones). On the other hand, organizations in North Egypt and Cairo got higher scores than their counterparts in South Egypt in Human Relations (integration and training), Open System (innovation) and most components of Rational Goal culture. However, South Egypt organizations showed higher level of Internal Process (familiarization and tradition) than the organizations in Cairo and North Egypt. As for Organization size, it has in general a limited effect on organizational culture but large organizations showed significantly higher level of Internal Process (familiarization) and Rational Goal (efficiency) cultures than small ones, which showed higher level of Open System (innovation) culture. The patterns of interactions showed that public organizations in the north can have higher level of Open System culture (innovation) than their private and governmental counterparts. Also, Human Relations culture (especially training) can be important in small, family-owned organizations in South and North Egypt in comparison to Cairo. Moreover, although private organizations tend to give employees more independence and responsibility, the large ones tend to be more restrictive and formal than public and governmental ones, especially in Cairo (where they usually have their central headquarters). Counter to the common belief, Rational Goal culture (work quality and pressure to work) were higher in governmental organizations in South Egypt than private and public ones because of the limited resources available to the private section in this region.
