BibTex RIS Kaynak Göster

Örgütsel Demokrasi: Örgüte neler kazandırabilir?

Yıl 2017, Cilt: 5 Sayı: 4, 747 - 755, 01.01.2017

Öz

Bu çalışma, örgütsel demokrasi ve onun örgüt üzerinde olumlu etkisini tartışan bir makaledir. Örgütsel demokrasi, örgütün üyelerinin örgütün yönetim ve süreçlerine katılımını ifade eder. Örgütsel demokrasinin örgütsel ve bireysel performans artışı üzerine yaşamsal önemi literatürde yeterince vurgulanmamıştır. Örgütsel demokrasi, örgütün sosyo-moral atmosferini, çalışanların davranış yapısını ve örgütsel bağlılığını olumlu bir şekilde etkiler. İşyerindeki bu olumlu davranışların artırılması, örgütsel bağlılığın ve sadakatin yanı sıra iş barışının geliştirilmesine katkıda bulunur. Demokrasi paradigmasını örgütsel düzeyde gerçekleştirmek, örgütsel etkililiğin önemli bir anahtarı olarak görülüyor. İş yerinde demokrasi, örgütsel kararların paylaşılma sorumluluğu, daha fazla çalışan özerkliği ve stratejik yönlendirme gibi konuyu ele alır. Kurumsal iradenin birlikte kullanılması güçlendirilmesini ve yönetime katılmasını ifade eder. Örgütteki demokratik uygulamalar, çalışanların seslerini duyurmalarını, bilgi ve becerilerini geliştirmelerini sağlar. Ayrıca, çalışanların işlevsiz davranışlarını organizasyonun verimliliğini ve performansını geliştirmektedir

Kaynakça

  • Bowles, S. & Gintis, H. (1993). A Political and economic case for the democratic enterprise. Economics and Philosophy, 9, 75–100.
  • Butcher, D., & Clarke, M. (2002). The cornerstone for organizational democracy. Organizational Dynamic, 31(1), 35-41.
  • Coşan, P. E., & Gülova, A. A. (2014). Örgütsel demokrasi. Yönetim ve Ekonomi, 21(2), 231-248.
  • Collins, D. (1997). The ethical superiority and inevitability of participatory management as an organizational system. Organizational Science, 8, 489-507.
  • Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., & Jennings, K. R. (1988). Employee participation: Diverse forms and different outcomes. Academy of Management Review, 13, 8-22.
  • Crane, A., & Matten, D. (2005). What is stakeholder democracy? Perspectives and Issues, Business Ethics: A Europan Review, 14 (1), 6-13.
  • Desai, N. (2009). Management by trust in a democratic enterprise: a law firm shapes organizational behavior to create competitive advantage. Global Business and Organizational Excellence, September/October, 7-21.
  • Drucker, P.F. (1999). 21. Yüzyıl İçin Yönetim Tartışmaları. (G. Gorbon ve İ. Bahçıvangil, Çev.). 1. Basım. İstanbul: Epsilon Yayınevi.
  • Foley, J. & Polanyi M. (2006). Workplace democracy: Why bother? Economic and Industrial Democracy, 27, 173 -19I .
  • Forcadell, F. J. (2005). Democracy, cooperation and business success: The case of Mondragón Corporación Cooperativa. Journal of Business Ethics, 56(3),255-274.
  • Geçkil, T. (2013). The Relationship between Organizational Democracy and Organizational Citizenship Behaviors: A Research at University Hospitals in TRB1 Region. Unpublished Doctoral Dissertation. Social Science Institute. Cumhuriyet University, Sivas.
  • Geçkil, T. & Tikici, M. (2015). A study on developing the organizational democracy scale. Amme İdaresi Dergisi, 48(4), 41-78.
  • Geçkil T. & Tikici M. (2016a). Hospital employees' organizational democracy perceptions and its effects on organizational citizenship behaviors. Asian Pacific Journal of Health Sciences, 3(2): 123-136
  • Geçkil T., İleri, Y.Y., Kaya, Ş. D. & Karadağ, Ş. (2016b). The relationship between organizational democracy perceptions and organizational psychological capital levels of physicians and nurses. International Journal of Recent Advances in Organizational Behaviour and Decision Sciences (IJRAOB), 2 (3), 818-835.
  • Gilliland, S. W.& Chan, D. (2009). Örgütlerde Adalet: Teori, Yöntemler ve Uygulamalar,Endüstri, İş ve Örgüt Psikolojisi El Kitabı. 2. Cilt: Örgüt Psikolojisi, (D. A. Altan, Çev.), (Eds. Neil Anderson, Deniz S. Öneş, Handan Kepir Sinangil ve Chockalingam Viswesvaran), (Türkçe Ed. Handan Kepir Sinangil), İstanbul: Literatür Yay. Dağ. Paz. San. Tic. Ltd. şti., s.167-193.
  • Hallström, Kristina Tamm (2010). The use of democratic values in the ISO 26000 processon social responsibility”, (Article in Book: Eds: Göran Sundström; LindaSoneryd; Staffan Furusten) Organizing Democracy: The Construction of Agency in Practice, Cheltenham, UK; Northampton, MA: Edward Elgar, s. 48-64.
  • Hamel, G. & Breen, B. (2007). Yönetimin Geleceği, (F. Gülfidan Çev.). İstanbul: MESS Yayınları, Yayın No: 536.
  • Handy, C. (1998). Ruhun Arayışı. Kapitalizmin Ötesi: Modern Dünyada Amaç Arayışı. (N. Elhüseyni, Çev.). İstanbul: Boyner Holding Yayınları.
  • Harrison, J.S., & Freeman, R.E. (2004). Is organizational democracy worth the effort? Academy of Management Executive,18 (3), 49-53.
  • Heywood, A.(2007). Siyaset, (B. B. Özipek, Çev., B. Kalkan, Çev. Ed.). Ankara: Adres Yayınları.
  • Hoffman, M.F. (2002). Do all things with counsel, benedictine women and organizational democracy. Communication Studies, 53(3), 203-218.
  • Johnson, P. (2006). Whence democracy? A review and critique of the conceptual dimensions and implications of the business case for organizational democracy. Organization, 13(2), 245– 274.
  • Kerr, J.L. (2004). The limits of organizational democracy. Academy of Management Executive, 18 (3), 81-96.
  • Levine, R.L. (2007). The effects of organizational democracy on organizational social capital. Doctoral Dissertation. Boston College. ProQuest Information and Learning Co. (UMINo: 3283886).
  • Müller-Jentsch, W. (2008). Industrial democracy: Historical development and current challenges. Management Revue,19(4), 260-273
  • Pateman, C. (1970). Participation and Democratic Theory. London: Cambridge University Press. Putnam, R. D. (1995). Bowling alone: America's declining social capital. Journal of Democracy, 6, 65-7 8.
  • Sadykova, G. & Tutar, H. (2014). A study on the relationship between organizational democracy and organizational dissent. İşletme Bilimi Dergisi, 2(1), 1-16.
  • Smith, M. (1976). Barries to organizational democracy in public administration. Administration&Society, 8 (3), 275-317.
  • Songür, N., Basım, H.N. & Şeşen, H. (2008). Örgütsel vatandaşlık davranışında adalet algısının öncülük rolü. Amme İdaresi Dergisi, 41 (4),79-100.
  • Unterrainer, C., Palgi, M., Weber, W.G., Iwonowa, A., & Oesterreich, R. (2011). Structurally anchored organizational democracy: does it reach the employee? Journal of Personnel Psychology, 10 (3), 118-132.
  • Verdorfer, A.P., Weber, W.G., Unterrainer, C., & Seyr, S. (2012). The relationship between organizational democracy and socio-moral climate: exploring effects of the ethical context in organizations. Economic and Industrial Democracy, 1-27. http://eid. sage pub.com/content/early/2012/07/09/ 0143831X12450054.
  • Weber, W.G., Unterrainer, C., & Höge, T. (2008). Socio-moral atmosphere and prosocial and democratic value orientations in enterprises with different levels of structurally anchored participation. Zeitschriftfür Personal Foschung, 22, 71-194.
  • Weber, W.G., Unterrainer, C., & Schmid, B.E. (2009). The influence of organizational democracy on employees’ socio-moral climate and prosocial behavioral orientations. Journal of Organizational Behavior, 30 (8), 1127-1149.
  • Wisman, J. (1998). The ignored question of workplace democracy in political discourse. Empowerment in Organizations, 6, 149-164.
  • Yazdani, N. (2010). Organizational democracy and organization structure link: role of strategic leadership & environmental uncertainty. Business Review, 5 (2), 51-73.

Organizational Democracy: What can it add to the Organization?

Yıl 2017, Cilt: 5 Sayı: 4, 747 - 755, 01.01.2017

Öz

This study is a review article about the organizational democracy and its positive impact on organization. Organizational democracy refers to the participation of the organization’s members to the management and processes of the organization. The vital importance of organizational democracy on organizational and individual performance increase is not emphasized enough in literature. Organizational democracy affects the organization’s socio-moral atmosphere, the behavior structure and the organizational commitment of the employees positively. Increasing these positive behaviors in workplace contribute to the development of organizational commitment and loyalty and also business peace. Carrying out the democracy paradigm at the organizational level is seen as a key for more organizational effectiveness. Democracy in the workplace handles the subject like sharing the responsibility in the rganizational decisions, more employees’ autonomy and strategic orientation. Organizational democracy which means using the institutional willpower together refers to a managerial approach requiring participant management and reinforced employees. Democratic practices in the organizations provide the employees to be heard their voices and developing of knowledge and skills. Also they reduce the dysfunctional behaviors of the employees, increase their organizational commitment and improve the efficiency and performance of the organization.

Kaynakça

  • Bowles, S. & Gintis, H. (1993). A Political and economic case for the democratic enterprise. Economics and Philosophy, 9, 75–100.
  • Butcher, D., & Clarke, M. (2002). The cornerstone for organizational democracy. Organizational Dynamic, 31(1), 35-41.
  • Coşan, P. E., & Gülova, A. A. (2014). Örgütsel demokrasi. Yönetim ve Ekonomi, 21(2), 231-248.
  • Collins, D. (1997). The ethical superiority and inevitability of participatory management as an organizational system. Organizational Science, 8, 489-507.
  • Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., & Jennings, K. R. (1988). Employee participation: Diverse forms and different outcomes. Academy of Management Review, 13, 8-22.
  • Crane, A., & Matten, D. (2005). What is stakeholder democracy? Perspectives and Issues, Business Ethics: A Europan Review, 14 (1), 6-13.
  • Desai, N. (2009). Management by trust in a democratic enterprise: a law firm shapes organizational behavior to create competitive advantage. Global Business and Organizational Excellence, September/October, 7-21.
  • Drucker, P.F. (1999). 21. Yüzyıl İçin Yönetim Tartışmaları. (G. Gorbon ve İ. Bahçıvangil, Çev.). 1. Basım. İstanbul: Epsilon Yayınevi.
  • Foley, J. & Polanyi M. (2006). Workplace democracy: Why bother? Economic and Industrial Democracy, 27, 173 -19I .
  • Forcadell, F. J. (2005). Democracy, cooperation and business success: The case of Mondragón Corporación Cooperativa. Journal of Business Ethics, 56(3),255-274.
  • Geçkil, T. (2013). The Relationship between Organizational Democracy and Organizational Citizenship Behaviors: A Research at University Hospitals in TRB1 Region. Unpublished Doctoral Dissertation. Social Science Institute. Cumhuriyet University, Sivas.
  • Geçkil, T. & Tikici, M. (2015). A study on developing the organizational democracy scale. Amme İdaresi Dergisi, 48(4), 41-78.
  • Geçkil T. & Tikici M. (2016a). Hospital employees' organizational democracy perceptions and its effects on organizational citizenship behaviors. Asian Pacific Journal of Health Sciences, 3(2): 123-136
  • Geçkil T., İleri, Y.Y., Kaya, Ş. D. & Karadağ, Ş. (2016b). The relationship between organizational democracy perceptions and organizational psychological capital levels of physicians and nurses. International Journal of Recent Advances in Organizational Behaviour and Decision Sciences (IJRAOB), 2 (3), 818-835.
  • Gilliland, S. W.& Chan, D. (2009). Örgütlerde Adalet: Teori, Yöntemler ve Uygulamalar,Endüstri, İş ve Örgüt Psikolojisi El Kitabı. 2. Cilt: Örgüt Psikolojisi, (D. A. Altan, Çev.), (Eds. Neil Anderson, Deniz S. Öneş, Handan Kepir Sinangil ve Chockalingam Viswesvaran), (Türkçe Ed. Handan Kepir Sinangil), İstanbul: Literatür Yay. Dağ. Paz. San. Tic. Ltd. şti., s.167-193.
  • Hallström, Kristina Tamm (2010). The use of democratic values in the ISO 26000 processon social responsibility”, (Article in Book: Eds: Göran Sundström; LindaSoneryd; Staffan Furusten) Organizing Democracy: The Construction of Agency in Practice, Cheltenham, UK; Northampton, MA: Edward Elgar, s. 48-64.
  • Hamel, G. & Breen, B. (2007). Yönetimin Geleceği, (F. Gülfidan Çev.). İstanbul: MESS Yayınları, Yayın No: 536.
  • Handy, C. (1998). Ruhun Arayışı. Kapitalizmin Ötesi: Modern Dünyada Amaç Arayışı. (N. Elhüseyni, Çev.). İstanbul: Boyner Holding Yayınları.
  • Harrison, J.S., & Freeman, R.E. (2004). Is organizational democracy worth the effort? Academy of Management Executive,18 (3), 49-53.
  • Heywood, A.(2007). Siyaset, (B. B. Özipek, Çev., B. Kalkan, Çev. Ed.). Ankara: Adres Yayınları.
  • Hoffman, M.F. (2002). Do all things with counsel, benedictine women and organizational democracy. Communication Studies, 53(3), 203-218.
  • Johnson, P. (2006). Whence democracy? A review and critique of the conceptual dimensions and implications of the business case for organizational democracy. Organization, 13(2), 245– 274.
  • Kerr, J.L. (2004). The limits of organizational democracy. Academy of Management Executive, 18 (3), 81-96.
  • Levine, R.L. (2007). The effects of organizational democracy on organizational social capital. Doctoral Dissertation. Boston College. ProQuest Information and Learning Co. (UMINo: 3283886).
  • Müller-Jentsch, W. (2008). Industrial democracy: Historical development and current challenges. Management Revue,19(4), 260-273
  • Pateman, C. (1970). Participation and Democratic Theory. London: Cambridge University Press. Putnam, R. D. (1995). Bowling alone: America's declining social capital. Journal of Democracy, 6, 65-7 8.
  • Sadykova, G. & Tutar, H. (2014). A study on the relationship between organizational democracy and organizational dissent. İşletme Bilimi Dergisi, 2(1), 1-16.
  • Smith, M. (1976). Barries to organizational democracy in public administration. Administration&Society, 8 (3), 275-317.
  • Songür, N., Basım, H.N. & Şeşen, H. (2008). Örgütsel vatandaşlık davranışında adalet algısının öncülük rolü. Amme İdaresi Dergisi, 41 (4),79-100.
  • Unterrainer, C., Palgi, M., Weber, W.G., Iwonowa, A., & Oesterreich, R. (2011). Structurally anchored organizational democracy: does it reach the employee? Journal of Personnel Psychology, 10 (3), 118-132.
  • Verdorfer, A.P., Weber, W.G., Unterrainer, C., & Seyr, S. (2012). The relationship between organizational democracy and socio-moral climate: exploring effects of the ethical context in organizations. Economic and Industrial Democracy, 1-27. http://eid. sage pub.com/content/early/2012/07/09/ 0143831X12450054.
  • Weber, W.G., Unterrainer, C., & Höge, T. (2008). Socio-moral atmosphere and prosocial and democratic value orientations in enterprises with different levels of structurally anchored participation. Zeitschriftfür Personal Foschung, 22, 71-194.
  • Weber, W.G., Unterrainer, C., & Schmid, B.E. (2009). The influence of organizational democracy on employees’ socio-moral climate and prosocial behavioral orientations. Journal of Organizational Behavior, 30 (8), 1127-1149.
  • Wisman, J. (1998). The ignored question of workplace democracy in political discourse. Empowerment in Organizations, 6, 149-164.
  • Yazdani, N. (2010). Organizational democracy and organization structure link: role of strategic leadership & environmental uncertainty. Business Review, 5 (2), 51-73.
Toplam 35 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Araştırma Makalesi
Yazarlar

Tahsin Geçkil Bu kişi benim

Yayımlanma Tarihi 1 Ocak 2017
Yayımlandığı Sayı Yıl 2017 Cilt: 5 Sayı: 4

Kaynak Göster

IEEE T. Geçkil, “Örgütsel Demokrasi: Örgüte neler kazandırabilir?”, Researcher, c. 5, sy. 4, ss. 747–755, 2017.

The journal "Researcher: Social Sciences Studies" (RSSS), which started its publication life in 2013, continues its activities under the name of "Researcher" as of August 2020, under Ankara Bilim University.
It is an internationally indexed, nationally refereed, scientific and electronic journal that publishes original research articles aiming to contribute to the fields of Engineering and Science in 2021 and beyond.
The journal is published twice a year, except for special issues.
Candidate articles submitted for publication in the journal can be written in Turkish and English. Articles submitted to the journal must not have been previously published in another journal or sent to another journal for publication.