ISSN

2321-5763 (Online)
0976-495X (Print)


Author(s): Simmi Arora, Apoorva Singh

Email(s): singhapoorva26667@gmail.com

DOI: 10.5958/2321-5763.2017.00065.8   

Address: Dr. Simmi Arora1*, Ms. Apoorva Singh2
1Assistant Professor, University School of Management, Kurukshetra University, Kurukshetra – 136119
2Research Scholar, University School of Management, Kurukshetra University, Kurukshetra – 136119
*Corresponding Author

Published In:   Volume - 8,      Issue - 3,     Year - 2017


ABSTRACT:
Organizational culture plays a prominent role in institution building. A shared and strong culture gains loyalty and trust from employees. On the contrary, a weak culture lowers the morale of employees and hinders the firm performance. The study is an attempt to investigate dominant culture in government governed and private owned universities of Haryana identifying preferred culture by employees. A comparative analysis is also conducted to compare the cultures of government and private owned universities. For the same competing values framework has been employed that identifies dominant culture type in universities out of: Clan, Adhocracy, Market and Hierarchy culture types. For analysing the data standard scoring of the administered instrument and Z-test have been applied. The study reports the prevalence of hierarchy culture in government universities while clan culture dominates in private universities. The results indicate that government owned universities are structured and bureaucratic organizations with a set of established rules and procedures having a stable leadership focussing more on efficiency whereas private universities came out to be friendly places to work with focus on human development and gaining trust of employees through mentoring and participation. Study also reveals that there exists a significant difference between prevailing and preferred culture in both type of organizations.


Cite this article:
Simmi Arora, Apoorva Singh. Organizational Culture Analysis: A Study of Selected Government and Private Universities of Haryana. Asian J. Management; 2017; 8(3):407-412. doi: 10.5958/2321-5763.2017.00065.8


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DOI: 10.5958/2321-5763 


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