Denison Örgüt Kültürü Modeli Bağlamında Örgüt Kültürü ve Örgütsel Güç Ilişkisi Üzerine Bir Araştırma

Year 2020, , 60 - 85, 18.08.2020

Mehmet Kızıloğlu Sabahat Bayrak Kök

https://doi.org/10.26650/ibr.2020.49.0018

Abstract

Günümüz 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.

Keywords

Örgüt Kültürü, Örgütsel Güç, Denison Örgüt Kültürü Modeli (DÖKM)

Supporting Institution

Yazarlar bu çalışma için finansal destek almadığını beyan etmiştir.

A Research Between Organizational Culture and Organizational Power in the Context of Denison Organizational Culture Model

Abstract

Organizations 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.

Keywords

Organizational Culture, Organizational Power, Denison Organizational Culture Model (DOCM)

References

• Akyüz, B., Kaya, N. ve Aravi, B. (2015). Kamu çalışanlarının iş tatmini üzerinde liderin güç kaynaklarının rolü. Çanakkale Onsekiz Mart Üniversitesi Yönetim Bilimleri Dergisi, 13(25), 71-90.
• Al-Yahya, K. O. (2008). Power-influence in decision making, competence utilization, and organizational culture in public organizations: The Arab World in comparative perspective. Journal of Public Administration Research and Theory, 19(2), 385-407.
• An, J. Y., Yom, Y. H., & Ruggiero, J. S. (2011). Organizational culture, quality of work life and organizational effectiveness in Korean University Hospitals.’ Journal of Transcultural Nursing, 22(1), 22-30.
• Atwater, L. E., & Yammarino, F. J. (1996). Bases of power in relation to leader behavior: A field ınvestigation. Journal of Business and Psychology, 11(1), 3-22.
• Bayrak, S. (2001). Yönetimde bir ihmal konusu olarak güç ve güç yönetimi II. Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 6(1), Isparta, 23-42.
• Ball, G., Tevino, L., & Sims, H. (1992). Understanding subordinate reactions to punishment incidents: Perspectives from justice and social effect. Leadership Quarterly, 3(4), 307-334.
• Blake, R., & Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston: Gulf Publishing Co. Can, N. (2013). Öğretmen liderliği. Ankara: Pegem Akademi.
• Cribbin, J. J. (1972). Effective Managerial Leadership. USA: American Management Association. Daft, R. L. (2004). Organization theory and design. Ohio: South-Western College Publication. De Hoogh, A. H. B., Den Hartog, D. N., & Koopman, P. L. (2005). Linking the big five-factors of personality to charismatic and transactional leadership; Perceived dynamic work environment as a moderator. Journal of Organizational Behavior, 26, 839-865.
• Dean, T., Coleman, P. T., & Sun, H. F. (2003). Effects of organizational values on leaders’ use of ınformational power to affect performance in China. Group Dynamics: Theory, Research, and Practice, 7(2), 152-167.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Massachusetts: Adison-Wesley.
• Denison, D. R. (1990). Corporate culture and organizational effectiveness. New York: John Wiley & Sons.
• Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204-223.
• Denison, D. R. (1997). Corporate culture and organizational effectiveness. Ann Arbor, MI: Daniel R. Denison.
• Denison, D. R., & Fey, C. F. (2000). Organizational culture and effectiveness: the case of foreign firms in Russia. SSE/EFI Working Paper Series in Business Administration, 4, 1-53.
• Denison, D., Nieminen, L. R., & Kotrba, L. (2014). Diagnosing organizational culture: a conceptual and empirical review of culture effectiveness surveys. European Journal of Work and Organizational Psychology, 23(1), 145-161.
• Den Hartog, D. N., Van Muijen, J. J., & Koopman, P. L. (1996). Linking transformational leadership and organizational culture. The Journal of Leadership Studies, 3(4), 68-83.
• Dogan, E. A. (2015). Örgüt Kültürünün Çalışan Motivasyonuna Etkileri: Belediyecilik Sektöründe Bir Uygulama. İstanbul Ticaret Üniversitesi Sosyal Bilimler Enstitüsü İşletme Ana Bilim Dalı. Yayınlanmamış Yüksek Lisans Tezi. Dyer, W. (1979). Caring and power. California Management Review, 21(4), 85.
• Fairhurst, G., & Grant, D. (2010). The social construction of leadership: A sailing guide, Management Communication Quarterly, 24.
• Ferguson, S. (2003). Financial analysis of M&A integration, New York, McGraw-Hill, 57.
• French, J. R. P., & Raven, B. (1959). The Bases of Social Power, Cartwright, Studies in Social Power, University of Michigan Institute for Social Research, Anne Arbour.
• Giessner, S. R., & Schubert, T. W. (2007). High in the hierarchy: how vertical location and judgment of leaders’ power are interrelated. Organizational Behavior and Human Decision Processes, 104(1), 33-44.
• Greenberg, J., & Baron, R. A. (1997). Behavior in organizations. New Jersey: Prentice-Hall.
• Handy, C. B. (1981). Understanding Organizations, London: Hazell Watson & Viney Ltd, Aylesbury, Bucks Set in Monotype Times.
• Harrison, J. R., & Carroll, G. R. (2006). Culture and demography in organizations. New Jersey: Princeton University Press.
• Hassenboehler, D. (2004). The Exercise of Power by High School Principals, (Unpublished Doctoral Dissertation), University of New Orleans, USA.
• Hayibor, S., Agle, B. R., Sears, G. J., Sonnenfeld, J. A., & Ward, A. (2001). Value congruence and charismatic leadership in CEO-top manager relationships: an empirical ınvestigation. Journal of Business Ethics, 102(2), 237-254.
• Hellriegel, D., Slocum, J. W., & Woodman, R. W. (1989). Organizational behavior. USA: West Publishing Co.
• Hinkin, T. R., & Schriesheim, C.A. (1989). Development and application of new scales to measure the French and Raven (1959) bases of social power. Journal of Applied Psychology, 74(4), 561-567.
• Hinkin, T. R., & Schriesheim, C.A. (1994). An examination of subordinate-perceived relationships between leader reward and punishment behavior and leader bases of power. Human Relations, 47(7), 779-800.
• Hitt, M. A., Black, J. S., & Porter, L. W. (2012). Management. USA: Pearson Prentice Hall.
• Hofstede, G. (1980). Culture’s consequences: ınternational differances in work-related attitudes. CA, Sage: Beverly Hills.
• Hofstede G., Neuijen B., Ohayv, D. D., & Sanders, G. (1990). Measuring organisational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly, 35, 286-316.
• Hofstede, G. H. & Minkov, M. (2010). Cultures and organizations: Software of the mind. New York: McGraw-Hill.
• Hoyle, R.H., & Kenny D. A. (1999). Sample Size, Reliability, and Tests of Statistical Mediation, (Ed.) Hoyle, R.H., Statistical Strategies for Small Sample Research, Sage, Thousand Oaks, 195-222.
• Jogaratnam, G. (2017). How organizational culture influences market orientation and business performance in the restaurant industry. Journal of Hospitality and Tourism Management, 31, 211-219.
• Koçel, T. (2014). İşletme yöneticiliği (15. Baskı). Ankara: Beta Yayınları
• Kuşakçı, Y. (2016). Uluslararası İşletmelerde Örgüt Kültürünün Pazarlama Üzerindeki Etkilerinin Araştırılması. Dokuz Eylül üniversitesi Sosyal Bilimler Enstitüsü İşletme Anabilim Dalı Yayınlanmamış Yüksek Lisans Tezi.
• Liu, M. M. A., & Fang, Z. (2006). A Power based leadership approach to project management. Construction Management and Economics, 24(3), 497-507.
• Lund, D. (2003). Organizational culture and job satisfaction. Journal of Business and Industrial Marketing, 18(3), 219–236.
• Mani, S. S. (1988). An Organizational Culture Approach to the Study of Individual Power and Its Use, (Basılmamış Doktora Tezi), University of Southern California, USA.
• Meydan, H. ve Polat, M. (2010). Liderin güç kaynakları üzerine kültürel bağlamda bir araştırma. Ankara Üniversitesi SBF Dergisi, 65(4), 123-140.
• Mintzberg, H. (1983). Power in and Around Organizations, Prentice-Hall, Englewood Cliffs. Morgan, G. (2006). Images of organization. California: Sage Publications, Inc.
• Munduate, L., & M. A. Dorado (1998). Supervisor power bases, cooperative behaviour and organizational commitment. European Journal of Work and Organizational Psychology, 7, 163–177.
• Norbom, H. M. (2009). Informal Power, Innovative Cultures and Online Communications Use in Horizontal Organizations, (Basılmamıi Doktora Tezi), Alliant International University, USA.
• Palmer, M., & Hyman, B. (1993). Yönetimde kadınlar, (Çev. Öner, V.), İstanbul: Rota Yayıncılık.
• Perry, J. T., Yao, X., & Chandler, G. N. (2011). To get the best new CEO, must the old ceo go? power distribution in external CEO successions. Managerial and Decision Economics, 32(8), 505-525.
• Peters, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from america’s best run companies. NewYork: Harper & Row Inc.
• Pettigrew, A. M. (1979). On Studying organizational cultures. Administrative Science Quarterly, 24(4), 570-581.
• Podsakoff, P.M., Bommer, W. H., Podsakoff, P. N., & MacKenize, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99, 113–142.
• Podsakoff, N. P., Podsakoff, P. M., & Kuskova, V. V. (2010). Dispelling misconceptions and providing guidelines for leader reward and punishment behavior. Business Horizons, 55(3), 291-303.
• Rahim, M. A. (1986). Some psychometric properties of two measures of French and Raven bases of power. The Journal of Psychology, 120(5).
• Raven, B. H. (1965). Social Influence and Power, (Eds) Stenier, I.D. and Fishbein M., Current Studies in Social Psychology, Cambridge University Press, New York, 371-381.
• Raven, B. H., Schwarzwald, J., & Koslowsky, M. (1998). Conceptualising and measuring a power/ınteraction model of ınterpersonal ınfluence. Journal of Applied Psychology, 28(4), 307-332.
• Robbins, S. P. (1986). Organizational behavior. New Jersey: Prentice Hall.
• Robbins, S. P., & Judge, T. A. (2013). Örgütsel davranış, (Çev. Ed: Erdem, İ.), Ankara: Nobel Yayın Dağıtım.
• Rudolph, H. R., & Peluchette, J. V. (1993). The power gap: Is sharing or accumulating power the answer? Journal of Applied Business Research, 9(3), 12.
• Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119.
• Schermelleh-Engel, K., Moosbrugger, H., & Müler, H. (2003). Evaluating the fit of structural equation models: tests of significance and descriptive goodness-of-fit measures. Psychological Research Online, 8(2), 23-74.
• Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2002). Organizational behavior. University of Phoneix, Wiley, United Kingdom.
• Schumacker, R. E., & Lomax, R. G. (1996). A beginner’s guide to structural equation modeling. New Jersey: Lawrence Erlbaum Associates, Publishers.
• Scott, W. R. (1992). Organizations: Rational, natural, and open systems. Prentice Hall: Englewood Cliffs.
• Silverzweig, S., & Allen, R. F. (1976). Changing the corporate culture. Sloan Management Review, 17(3), 33-49.
• Stoner, J., & Freeman, R. E. (1992). Management. New Jersey.
• Tezcan, C. (2008). Yapısal Eşitlik Modelleri, (Basılmamış Yüksek Lisans Tezi), Hacettepe Üniversitesi Fen Bilimleri Enstitüsü, Ankara.
• Tremblay, M., Vanderberghe, C., & Doucet, O. (2013). Relationships between leader-contingent and noncontingent reward and punishment behaviors and subordinates’ perceptions of justice and satisfaction, and evaluation of the moderating ınfluence of trust propensity, pay level, and role ambiguity. Journal of Business and Psychology, 28(2), 233-249.
• Tziner, A., Shultz, T., & Fisher, T. (2008). Justice, leader-member exchange and job performance: are their relationship mediating by organizational culture? Psychological Reports, 103, 516-526.
• Unutkan, G. A. (1995). İşletmelerin yönetimi ve örgüt kültürü. Ankara: Türkmen Kitabevi.
• Weick, K. E. (1995). Sensemaking in organizations. London: Sage.
• Yahyagil, Y. M. (2004). Denison örgüt kültürü ölçme aracının geçerlilik ve güvenirlik çalışması: Ampirik bir uygulama. İ.Ü. İşletme Fakültesi İşletme İktisadı Enstitüsü Yönetim Dergisi, 47, 53-76.
• Yukl, G. A., & Falbe, M. C. (1991). Importance of different power sources in downward and lateral relations. Journal of Applied Psychology, 76(3), 416-423.