Denison Örgüt Kültürü Modeli Bağlamında Örgüt Kültürü ve Örgütsel Güç İlişkisi Üzerine Bir Araştırma
Mehmet Kızıloğlu, Sabahat Bayrak KökGünümüz dünyasında örgütler hızla değişen rekabet koşulları altında hayatta kalabilmek için üstün çaba göstermektedirler. Bu değişimlere uyum sağlayabilmek için örgüt kültürü önemli bir rol üstlenmektedir. Örgüt kültürü birçok örgütsel değişken üzerinde etkili olduğu gibi örgüt içinde çalışanların davranışlarına yön veren temel değişkenlerinden biri olan örgütsel güç algılamalarını etkileyebilmektedir. Bu çalışmanın amacı, örgüt kültürünün örgütsel güç kullanımı ve yönetsel güç algılarını hangi boyutlarda etkilediğini ortaya koymaktır. Elde edilen bulgular incelendiğinde örgüt kültürü ve örgütsel güç değişkenlerinin tamamı ile bu değişkenlerin alt boyutları arasında pozitif ve doğru orantılı bir ilişki olduğu belirlenmiştir. Ayrıca örgüt kültürünün örgütsel güç ve örgütsel güç kaynaklarını yordadığı ortaya konmuştur. Bu bağlamda değerlendirildiğinde bütün analizlerde öncelikli olarak yasal güç olmak üzere, zorlayıcı güç ve ödüllendirme gücünden oluşan olan pozisyon kaynaklı güçlerin, uzmanlık gücü, karizmatik güç ve bilgiye dayalı güç olan bireysel kaynaklı güçlere göre daha yoğun tercih edildiği ve kullanıldığı sonucuna ulaşılmıştır.
A Research Between Organizational Culture and Organizational Power in the Context of Denison Organizational Culture Model
Mehmet Kızıloğlu, Sabahat Bayrak KökOrganizations in today's world put in tremendous effort to survive in the ever changing competitive environment. Organizational culture plays a significant role in adapting to such changes. Organizational culture both has an impact on multiple organizational variables and affects perceptions of organizational power which are one of the main variables to provide direction for employee behaviour. The objective of this study is to demonstrate the extent that organizational culture affects the use of organizational power and managerial power perceptions. When the findings obtained are examined, it has been identified that there is a positive and directly proportional relationship between all the organizational culture and organizational power variables, and sub-dimensions of these variables. Also, it has been revealed that organizational culture predicts organizational power and organizational power sources. When considered within this context, it has been concluded that position related powers, consisting of legitimate power primarily, coercive power and reward power, are preferred more intensely than individual related powers, based on expert power, referent power and knowledge based power in all analyses.
Although organizations consist of employees with different perspectives, different cultures and different characteristics, these employees come together for the purpose of the organization to form a common system of beliefs and values. The name of this system is organizational culture. Organizational culture is a paradigm of intellectual structure that allows the reality of the organization to be seen. In this context, organizational culture is an important phenomenon that separates organizations, gives them identities and brings employees under the same roof. The Denison Organizational Culture Model, which is given special value in the business environment especially because of the language and ease it provides in practice, is the model based on this study. This study was intended to be carried out in order to see the extent to which this model, which is behavior-based, directly connected with the application and has an accountable approach (Denison and Mishra, 1995; Denison and Nieminen, 2014), has gained its place in organizations. In this context, culture can have an impact on many organizational variables and can also have an impact on organizational power used in organizations. Most of the research sees the concept of organizational power in terms of the power of the manager. In this study, French and Raven's (1959) organizational power sources, reward power, coercive power, legitimate power, expertise power, charismatic power and knowledge power, are considered as the power sources of employees who control and manage organizations, and aims to demonstrate the perception of employees towards these power sources.
The topic of this study is to reveal the dimensions in which organizational culture affects the perceptions of organizational power and managerial power. Within the scope of the study, the top 1000 organizations in Turkey were selected to determine the level of influence of the organizational culture on organizational power. In the context of the Denison Organizational Culture Model, it was aimed to analyze the relationships between organizational culture and the sub-dimensions of organizational power. As a sampling method, the method was selected with the convenience sampling method.
The survey method was used for the purpose of collecting research data. 418 questionnaires were collected through interviews by providing questionnaire forms to firms. The reliability coefficient for organizational culture is 0.94, and for organizational power it is 0.92. Reliability coefficients for sub-dimensions of organizational power are 0.90, 0.86, 0.85, 0.73, 0.83, 0.72, respectively. The results obtained as a result of the structural equality model established to reveal the relations between variables determined that the Organizational Power predict variable of organizational power significantly improved the level of 0.05 (B = .22, Beta = .26). According to the results of the analysis obtained within the framework of the model, findings on the sub-dimensions of the organizational power variable (0.75, 0.76, 0.86, 0.73, 0.63, 0.68) were the results to support our other hypotheses. It is observed that the organizational culture also predicts the sub dimensions of the organizational power. In this context, all hypotheses have been accepted. Goodness of fit indexes (RMSEA;0.7, GFI;0.95, SRMR;0.2) which indicate how well they explain the data obtained in the structural equality model for testing our hypotheses have also been acceptable. The results are similar to those previously made regarding organizational culture and organizational power issues.
The results of the analysis show that the legitimate, coercive and reward power of managers is highly perceived according to their expertise, knowledge and charismatic power. In other words, it is observed that managers use their position-based power more than their individual power. In terms of organizational culture, the emphasis on the use of legitimate, coercive and reward power of managers overlaps with the fact that managers use these powers. Although expertise, knowledge and charismatic power were also emphasized in this study, it was observed that managers used these powers less than other power resources. It is considered that the reason for this is that the power distance is perceived more precisely by the employees rather than the managers, and therefore, the individual power resources of the employees are perceived in the secondary plan compared to the position power resources. When we examined all the organizational culture and organizational power variables discussed in the study and all the relationships between the sub-dimensions of these variables, it was determined that there was a positive relationship between them. In other words, organizational power tends to increase as changes in organizational culture increase. When all evaluations and analysis results were considered, it was concluded that all of the hypotheses in the model were accepted.
A number of proposals may be put forward to shed light on the work to be done next. The first of these proposals may be to carry out more research taking into account the social structure of our country and to determine new types of power in accordance with the cultural structure of our country. New research involving participants in companies in different sectors, regions and countries can produce important and useful results. It is assessed that the research carried out in this direction will contribute to the literature by following different methods to demonstrate organizational culture and organizational power, and to do so in different organizational and managerial issues.
