doctoral dissertation
Iliriana Tahiraj (Author), Janez Krek (Mentor)

Abstract

Dandanes je visoka izobrazba podvržena drugemu redu ali globokim spremembam, ki naslavljajo temeljne vrednote, norme, predpostavke, strukture, procese in kulture institucije. Kognitivne in kulturne teorije predlagajo, da je razumevanje organizacijske kulture za identifikacijo ustreznih pristopov nujno. To je, ko sprožimo, oblikujemo in uvajamo procese sprememb v visokem šolstvu. Cilj te doktorske naloge je bil prepoznati dominantne tipe organizacijske kulture v visokem šolstvu in razumeti, kako vplivajo na izvajanje procesov sprememb. Raziskava je bila izvedena na eni izmed večjih javnih univerz na Kosovu, ki jo v tem doktorskem delu poimenujemo “Javna Univerza” (psevdonim). Študija je izdelana iz kombinacije različnih metodologij. Za kvantitativno raziskavo je bil vzet vzorec 102 akademikov od skupnih 900. Podatki so bili zbrani s pomočjo standardnega instrumenta za ocenjevanje organizacijske kulture (The Organizational Culture Assessment Instrument, na kratko OCAI), ki temelji na štirih organizacijsko kulturnih tipih: klanu, hierarhiji, adhokraciji in trgu. Za kvantitativno raziskavo so bile za zbiranje podatkov izbrane tehnike pol-strukturiranih intervjujev s sedmimi administratorji, analize dokumentov in opazovanje. Rezultati kvalitativne raziskave so pokazali, da sta dominantni kulturi hierarhija ter trg, kljub temu pa zaradi okrnjenega vzorca izsledkov ne moremo posplošiti. Ob tem, ko smo prepoznali dimenzije prevladujočih kultur s pomočjo kvalitativnih informacij, so rezultati pokazali, da ima organizacijska kultura znaten vpliv na proženje, oblikovanje, ter uvajanje načrtnih sprememb. Nakazuje na potrebo, da naj akademski vodje pretehtajo o vpeljavi kulturnih sprememb z namenom, da uporabijo elemente klana ter kulture adhokracije, in tako umilijo šibkosti birokracije ter kulture trga, ki spremembam nista naklonjeni. Izsledki pripomorejo k organizacijskemu in vodstvenemu vedenju o njihovih procesih odločanja skozi procese sprememb, predvsem v razvijujočih se državah.

Keywords

teorije sprememb;

Data

Language: English
Year of publishing:
Typology: 2.08 - Doctoral Dissertation
Organization: UL PEF - Faculty of Education
Publisher: [I. Tahiraj]
UDC: 378.091-043.7(043.2)
COBISS: 46106883 Link will open in a new window
Views: 228
Downloads: 34
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Other data

Secondary language: Slovenian
Secondary title: Vloga organizacijske kulture pri procesih sprememb v visokem šolstvu
Secondary abstract: Higher education is currently undergoing second-order or deep changes, which require an exploration of the underlying values, norms, assumptions, structures, process and culture of its institutions. Cognitive and cultural theories suggest that understanding organisational culture is essential to identifying the relevant approaches when initiating, shaping and implementing change processes in higher education. The objective of this research has been to identify the dominant organizational culture types in higher education and understand how they influence the processes of change implementation. The research was conducted in a large public university in Kosovo, identified in this text as “Public University” (a pseudonym). The study adopted a mixed methodology. For the quantitative data, the sample consisted of 102 academic staff from a population of 900 and the data were collected using a standardized instrument (The Organizational Culture Assessment Instrument – OCAI) to assess the dominant organizational culture based on four organizational culture types: clan, hierarchy, adhocracy and market. For the qualitative data, semi-structured interviews with seven administrators, document analysis and observations were used as a technique for collecting data. The results of the qualitative research identified hierarchy and market culture as dominant cultures, although the limited sample does not allow for generalising the findings. When the identified dimensions of the dominant cultures were analysed using the qualitative data, the results revealed that organisational culture has significant impact on initiating, shaping and implementing these planned changes. It indicates the need for the academic leaders to consider initiating cultural change with the intention of using elements of clan and adhocracy culture to soften the weakness of the bureaucracy and market culture that militate against the change. The findings contribute to the organisational and leadership knowledge in higher education and provide a guiding framework for academic leaders for their decision-making throughout the stages of the change process, particularly in the developing countries.
Secondary keywords: teorije sprememb;organizacijska kultura;visoko šolstvo;akademski vodje;organizacijske spremembe;proces sprememb;javne univerze;Kosovo;higher education;social change;visokošolsko izobraževanje;družbene spremembe;
File type: application/pdf
Type (COBISS): Doctoral dissertation
Thesis comment: Univ. v Ljubljani, Pedagoška fak.
Pages: 184 str.
ID: 12588693