Organizational culture is the personality of an organization or company, reflected in the way employees behave, their beliefs, the ways in which they deal with challenges and adapt to change. It is partly visible externally, but much of it can remain hidden. Several authors argue that dealing with organisational culture is key to organization's progress and successful adaptation to societal needs. The purpose of my master thesis was to study the organisational culture of an NGO with several units and levels of management.
The master's focuses on the organisational culture of the association and the company of which the association is the founder. The company employs people with experience of physical disabilities. In the theoretical part, the concepts necessary to understand the whole thesis are first introduced: NGO, association, company with disabilities and theories related to the elements of culture, after which I focus on organisational culture. I refer in particular to the typology of Cameron and Quinn, whose OCAI international questionnaire I also used in the empirical part for the purposes of quantitative research.
The results show that the dominant organisational culture of the NGO is the clan culture, while the dominant corporate culture is that of control, followed by the clan culture with little difference. No major differences were observed between the different units and management levels in the NGO's organisational culture. Since according to the criteria for the analysis of the OCAI questionnaire it appeared that individuals do not want major changes, in this research I theoretically investigated the support for maintaining organisational culture, as this can also be a challenge in modern management. In addition, however, I have also indicated the possibilities for changing it in order to be aware of the elements and to apply them when necessary, as the culture of an organisation is a changing social construct.
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