<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>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.</p>
</abstract>

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.

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

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

The purpose of this paper is to present differences in the perception of current and desired organizational culture between two different types of workers –...

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

Online veröffentlicht: 24. Sept. 2021

Seitenbereich: 131 - 144

DOI: https://doi.org/10.2478/fman-2021-0010

Schlüsselwörter
organizational culture, Cameron and Quinn's model, Competing Values Framework model, higher education, non-public higher schools

© 2021 Małgorzata Cieciora et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

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

Online veröffentlicht: 24. Sept. 2021

Seitenbereich: 131 - 144

DOI: https://doi.org/10.2478/fman-2021-0010

Schlüsselwörterorganizational culture, Cameron and Quinn's model, Competing Values Framework model, higher education, non-public higher schools

© 2021 Małgorzata Cieciora et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Schlüsselwörter
organizational culture, Cameron and Quinn's model, Competing Values Framework model, higher education, non-public higher schools