Medical Journal of The Islamic Republic of Iran (MJIRI)
Iran University of Medical Sciences
Thu, Apr 3, 2025
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Volume 33, Issue 1 (2-2019)
Med J Islam Repub Iran 2019 |
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Malakouti S K, Karimzadeh F, Minaeian S, Islami A, Rezaei M, Ghods R. The organizational culture of Iran University of Medical Sciences from the viewpoint of faculty members. Med J Islam Repub Iran 2019; 33 (1) :210-217
URL: http://mjiri.iums.ac.ir/article-1-5322-en.html
URL: http://mjiri.iums.ac.ir/article-1-5322-en.html
Seyed Kazem Malakouti 
, Fariba Karimzadeh , Sara Minaeian , Azar Islami , Mahdi Rezaei , Roshanak Ghods
, Fariba Karimzadeh , Sara Minaeian , Azar Islami , Mahdi Rezaei , Roshanak Ghods
Mental health research center, Faculty of behavioral sciences and mental health, Iran University of Medical Sciences, Tehran, Iran , malakouti.k@iums.ac.ir
Abstract: (4056 Views)
Background: It has been widely acknowledged that change and constant modification is the key to survive for any organization among their rivals. Since success in implementing changes in the organization strongly depends on the organizational culture, this study aims to assess the organizational culture in Iran University of Medical Sciences. The results of this study can be beneficial in initiating a movement towards the third – and fourth generation of universities.
Methods: This study is descriptive-correlational. The Organizational Culture Assessment Instrument (OCAI) was employed to collect data. A questionnaire was sent to the faculty members via email, and the responses were collected and analyzed.
Results: Out of the 982 faculty members, 189 participated (20.7%) in this study. Analysis showed that the organizational culture of the university is congruent and harmonious and in the current state, it is primarily hierarchical (31%) and market-oriented (28%) with emphasis on stability and control in the organization. Whereas, faculty members tend to move the organizational culture of the university towards adhocracy (30%) and clan culture (29%).
Conclusion: University administrators must strengthen the culture of innovation and creativity based on the needs of the market. This only can be achieved by supporting teamwork in their move towards desired change.
Methods: This study is descriptive-correlational. The Organizational Culture Assessment Instrument (OCAI) was employed to collect data. A questionnaire was sent to the faculty members via email, and the responses were collected and analyzed.
Results: Out of the 982 faculty members, 189 participated (20.7%) in this study. Analysis showed that the organizational culture of the university is congruent and harmonious and in the current state, it is primarily hierarchical (31%) and market-oriented (28%) with emphasis on stability and control in the organization. Whereas, faculty members tend to move the organizational culture of the university towards adhocracy (30%) and clan culture (29%).
Conclusion: University administrators must strengthen the culture of innovation and creativity based on the needs of the market. This only can be achieved by supporting teamwork in their move towards desired change.
Keywords: Culture, Organization, University, Faculty, Organizational culture, Third- and fourth generation universities, Hierarchical, Clan, Market-Oriented, Result-oriented
Type of Study: Original Research |
Subject:
Health Management and Economics
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