Document Type : Research Article
Authors
1 associate professor, ShahidChamran University of Ahvaz, Ahvaz, Iran
2 Assistant Professor of Management Department, Khuzestan University Jihad Higher Education Institute, Ahvaz, Iran
Abstract
Introduction:Culture is the unwritten but tangible foundation of the organization and it consists of factors like the fundamental assumptions, values, beliefs, norms and the way of thinking of the organization’s members, and in fact, it is the same guideline that serves as a desirable attitudinal and behavioral framework for newcomers. The aim of the current research is to analyze the organizational culture of Beid Boland National Gas Refining Company in order to identify challenges and to provide solutions.
Method:The statistical population included all official, contractual and contracting employees of Bidbland Refinery Company and the other affiliated employees of this company in Mian Koh city. The research was conducted in two quantitative and qualitative phases. At the first (quantitative) phase, the simple random sampling method was employed. The data collection tool at this stage was a questionnaire, and it was distributed among the employees with a return rate of 56%, and finally 170 questionnaires were obtained. The data in this section were subjected to a t-test with the use of SPSS software. In the second phase of the research (qualitative), a semi-structured interview was conducted with 11 managers and experts (up to theoretical saturation of answers) and the data were analyzed using the method of directed and summarized qualitative content analysis.
Results:The results showed that among the four dimensions of Denison's cultural model, the mission dimension with the highest mean value indicated the first rank and priority, after that the participation dimension, then the integration variable, and finally the lowest mean related to the cultural flexibility variable among the employees of the Bidebland National Gas Refining Company. Among the components, empowerment, fundamental values, creating change and goals and objectives, with the highest average value, signposted more weight in the organizational culture of this company. The results of the qualitative content analysis of the interviews showed that the organizational culture variable included 4 components, 10 concepts and 40 codes.
Discussion:Due to examination of four cultural variables and their 12 components in Bidbland National Gas Refining Company, it was concluded that the employees of this company were more principle-oriented people (atmospheric goal). At the end, the strengths and weaknesses of the company's organizational culture were analyzed and management solutions and suggestions were expressed.
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