Cultural Transformation Strategies to Achieve Institutional Goals in Higher Education: An Investigation at the Faculty of Sport Sciences

Abstract

Aim: This research was conducted to examine cultural transformation strategies that could help public and private higher education institutions in Turkey achieve their institutional goals. Method: In the research, a mixed research method was used to analyse the cultural dynamics within a particular faculty. The Organisational Culture Assessment Instrument (OCAI) developed by Quinn and Cameron was used to assess the congruence and incongruence between the current culture of the faculty and the desired culture stated in the strategic plan. Research data were collected from academic and administrative staff working at the Faculty of Sport Sciences. The dominant organisational culture types (hierarchy, market, adhocracy, adhocracy, clan) were analysed thematically for the current and targeted situation. Results: The strategic plan of the university seems to adopt a culture that is open to employees, learning and change, and encourages co-operation and strategic management. The desired culture includes the characteristics of ‘Clan Culture’ and ‘Adhocracy Culture’ in Quinn and Cameron's model. Conclusion: As a result, it was determined that although the current faculty culture is hierarchical and competitive, the employees prefer the culture envisaged by the strategic plan. Therefore, strategies such as Cultural Awareness and Training, Participative Management and Leadership Approach, Flexible and Innovative Working Environment, Performance Evaluation and Reward Systems, and Communication and Feedback Mechanisms are recommended to transition from the current culture to the university’s desired "Clan" and "Adhocracy" culture, aligning employees with the strategic goals.

Keywords

• Institutional Culture
• University Culture
• Cultural Change
• Change Management
• Strategic Planning

Yükseköğretimde Kurumsal Hedeflere Ulaşmak için Kültürel Dönüşüm Stratejileri: Spor Bilimleri Fakültesi'nde Bir Araştırma

Abstract

Amaç: Bu araştırma, Türkiye'deki kamu ve özel yükseköğretim kurumlarının kurumsal hedeflere ulaşmasına yardımcı olabilecek kültürel dönüşüm stratejilerini incelemek amacıyla yapılmıştır. Yöntem: Araştırmada, belirli bir fakülte içindeki kültürel dinamikleri analiz etmek için karma araştırma yöntemi kullanılmıştır. Quinn ve Cameron tarafından geliştirilen Örgütsel Kültür Değerlendirme Aracı (OCAI), fakültenin mevcut kültürü ile stratejik planda belirtilen arzu edilen kültür arasındaki uyum ve uyumsuzlukları değerlendirmek için kullanılmıştır. Araştırma verileri Spor Bilimleri Fakültesi'nde çalışan akademik ve idari personelden toplanmıştır. Mevcut ve hedeflenen durum için baskın örgüt kültürü tipleri (hiyerarşi, piyasa, adhokrasi, klan) tematik olarak analiz edilmiştir. Bulgular: Üniversitenin stratejik planı çalışanlara, öğrenmeye ve değişime açık olan, işbirliği ve stratejik yönetimi teşvik eden bir kültür benimsediği görülmektedir. Arzu edilen kültür, Quinn ve Cameron'ın modelindeki “Klan Kültürü” ve “Adhokrasi Kültürü” özelliklerini içermektedir. Sonuç: Sonuç olarak mevcut fakülte kültürünün hiyerarşik ve rekabetçi olmasına karşın, çalışanların stratejik planın öngördüğü kültürü tercih ettikleri belirlenmiştir. Bu nedenle, mevcut kültürden üniversitenin arzu ettiği “Klan” ve “Adhokrasi” kültürüne geçiş için Kültürel Farkındalık ve Eğitim, Katılımcı Yönetim ve Liderlik Yaklaşımı, Esnek ve Yenilikçi Çalışma Ortamı, Performans Değerlendirme ve Ödüllendirme Sistemleri ile İletişim ve Geri Bildirim Mekanizmaları gibi stratejiler önerilmekte ve çalışanların stratejik hedeflerle uyumlu hale getirilmesi hedeflenmektedir.

Keywords

• Kurum Kültürü
• Üniversite Kültürü
• Kültürel Değişim
• Değişim Yönetimi
• Stratejik Planlama

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