الفهرس 
Chapter 1: Organizational CultureOnly 14 pages are availabe for public view
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Abstract
We live in a world of change with much uncertainty and a loss of business confidence
caused by a group of universal forces. To continue to operate in this increasingly
complex, diverse and global environment, organizations around the world must be
prepared to accept the challenge of change. Egypt is a developing country with an increasing population growth. Advances in
information technologies and the rise in the number of universities, students, and
researchers pave the way for academic improvements in Egypt and, in turn, create
challenges for Egyptian academic institutions which have to be dealt with in order to
fulfill their roles. Therefore the need for change in higher educational services, and
materials in Egypt was –and still is- inevitable. Previous studies Previous studies were divided into the following : 1- Studies on organizational culture. A - Studies on organizational culture in general. B - Studies on organizational culture in higher education institutions. 2- Studies on Change management. The Exploratory study : An exploratory study was conducted to initially provide insights and understanding of
the extent to which governmental and non-governmental universities are capable of
initiating change. Through the discussions, a number of conclusions were initially
argued: non-governmental universities tend to consider changes as significant events
that must be dealt with as professionally as possible and are keen on continuous
improvement of the educational services they provide. The leadership of these
universities is perceived by their stakeholders as welcoming to change; leaders seek
the opportunities to continuously learn and evolve as articulated in each university’s
vision, mission and goals. 14 of the interviewees agreed that vertical communication
is effective; management provides information about change as transparently and
timely as possible. As for horizontal communication, 14 of the interviewees agreed
that communication channels with peers are two-way open and that information flows
easily and smoothly. The majority of the interviewees (top management and academic
staff) agreed that the management styles of their universities welcome and encourage new ideas and opinions. The interviewees also agreed that the university is keen on
setting clear policies and procedures to sustain successful change results.
The case was different concerning the governmental university. One of the main
conclusions was that the governmental university advocates stability and lacks an
orientation towards adaptability, change and risk- taking. 18 of the interviewees
agreed that their university is more oriented towards a hierarchal structure because of
the university’s emphasis on rules and procedures. Also, the interviewees (mainly the
academic staff) mentioned that new ideas and opinions are not sufficiently welcomed
and nurtured by academic leadership which may cause - as they worded it -
dissatisfaction and frustration. It has also been mentioned that the university doesn’t
develop clear rules, policies and follow-up programs in order to help make continuous
change which in turn may cause employees to lose trust in further change initiatives. Problem of the study : Evidenced by previous studies , as well as the exploratory study that Governmental
higher education institutions in Egypt are relatively incapable to initiate changemanagement
programs compared to non-governmental ones. and therefore the current
study seeks to answer the following questions : 1- Is there a difference in the dominant types of organizational culture adopted by
the Governmental and Non-Governmental universities? 2- Is there a relationship between organizational culture types and the capability to
initiate change-management programs? 3- What is the nature of the relationship among the types of organizational culture?
4- What is the nature of the relationship among the change-management initiation
success factors ‘the Big Six’? 5- Is there a difference between governmental and nongovernmental universities
regarding the organizational culture types? 6- Is there a difference between governmental and nongovernmental universities
regarding change-management-initiation success factors? 7- Is there a difference among the three job categories in the governmental university
regarding the organizational culture types? 8- Is there a difference among the three job categories in the non-governmental
university regarding the organizational culture types? 9- Is there a difference among the three job categories in the governmental university
regarding the change-management-initiation success factors ‘Big Six’? 10-Is there a difference among the three job categories in non-governmental
universities regarding the change-management-initiation success factors ‘Big Six’? Objectives of the study : In light of the problem of the study , the research seeks to achieve the following
objectives : 1- Figure out if there a difference in the dominant types of organizational culture
adopted by the Governmental and Non-Governmental universities. 2- Explore the relationship between organizational culture types and the capability to
initiate change-management programs. 3- Determine the nature of the relationship among the types of organizational culture. 4- Investigate whether there is a similarity between the two types of higher education
institutions concerning their perception of the major dimensions of organizational culture. 5- Determine the nature of the relationship among change-management initiation success factors ‘the Big Six’ 6- Investigate whether there is a similarity between the two types of higher education
institutions concerning their perception of the relationship between the organizational
culture type and change-management-initiation success factors. 7- Explore the consistency of opinions of different job categories within the
governmental university regarding the organizational culture types. 8- Determine the degree of consistency of the opinions of different job categories
within the non-governmental universities regarding the organizational culture types.
9-Explore the consistency of opinions of different job categories within the
governmental university regarding the Big Six. 10-Determine the degree of consistency of the opinions of different job categories
within the non-governmental universities regarding the Big Six.
11-Suggest a plan through which the dominant organizational culture can be modified in a way to serve an effective initiation of change-management programs. The study hypotheses : To answer the research questions and achieve the objectives of this research, the following hypotheses were to propose: H1: There is no statistically significant relationship between organizational culture
types and change-management initiation success factors. H2: There are no statistically significant relationships among the four types of
organizational culture. H3: There are no statistically significant relationships among the Big Six. H4: There are no statistically significant differences between governmental and nongovernmental universities regarding the organizational culture types. H5: There are no statistically significant differences between governmental and nongovernmental universities regarding the Big Six. H6: There is no statistically significant difference among the job categories in the governmental university regarding the organizational culture types. H7: There is no statistically significant difference among the job categories in the non-governmental university regarding the organizational culture. H8: There is no statistically significant difference among the job categories in the governmental university regarding the Big Six. H9: There is no statistically significant difference among the job categories in nongovernmental
universities regarding the Big Six. Variables of the study : the independent variable : Has been identified and a single independent variable: the dominant type of
organizational culture. The Dependent variable : Has been identified and a single dependent variable : change-management success factors. Field study : The target population is the major internal stakeholders (Top management, Academic
& Assistant staff, and Administrative staff) in three universities; one of which belongs to the governmental universities (Menoufia University) and the others belong to the non-governmental universities (AUC & AASTMT). A total of 380 sample units were drawn using the probability sampling technique. In order to accomplish the objectives of the present study, data were collected and analyzed by using statistical techniques
such as descriptives, correlation analysis, ANOVA, Mann-Whitney test, Kruskal- Wallis test and two independent sample t-test. Organizational culture profiles were developed for the governmental and nongovernmental universities. The findings of the study were as follows: 1) Hierarchy Culture is found as the dominant culture type in the governmental university while Adhocracy and Clan cultures were the dominant types in the non-governmental
universities. 2) There is a significant relationship between culture types and changemanagement- initiation success factors. Hierarchy culture is found to negatively relate to the Big Six while Adhocracy and Clan cultures are positively related to them. 3) The results of comparisons in the stakeholders’ perceptions of the culture types and the Big Six indicate that the three job categories differ significantly in their opinions regarding the study variables. The main recommendations that were made based upon the study results are: first, Organizations that want to take a change initiative should first employ the (CVF) to diagnose the dominant type of culture they adopt in order to assess whether or not the conditions in the university welcome change. Second, management should determine whether there is a need to change the existing culture to create a balance between the four culture types and achieve the greatest benefit from the advantages of each culture type. Finally, several actions need to be taken in order to create that shift in culture; these actions are to enhance the strength and congruence of the ‘Big Six’ in the university.