SUBCULTURE AND ITS ROLE IN FORMING A GENERAL ORGANIZATIONAL CULTURE OF UNIVERSITY

Abstract

Background. Numerous researches related to the study of organizational culture prove its influence on the organization’s effectiveness. The organization’s culture is not unified, it consists of subcultures of individual units that can be supporting or opposing themselves to common values. The aim of the study is to determine the relationships and mutual influences of the subcultures of the university departments on its basic culture. Materials and methods. The article presents and analyzes the results of a study of subcultures of the subdivisions in Ogarev Mordovia State University based on the OCAI methodology of K. Cameron and P. Quinn. This technique allows us to compare existing and preferred cultures, to determine the cultural gap between them, and thereby determine the direction of improvement of culture. Results. A study of the subculture in 16 faculties and institutes of Ogarev Mordovia State University revealed the dominant clan type of culture in many departments. Along with this type, bureaucratic and market cultures have fairly high scores. A study aimed at identifying the preferred type of culture showed the need for further development of clan and adhocratic cultures while reducing the influence of bureaucratic and market types. Conclusions. Despite the fact that each unit has its own unique organizational culture, with a unique set of values, for the most part, all these values to a greater or lesser extent reflect and support the basic culture of Ogarev Mordovia State University. This indicates a well-built policy for managing the organizational culture of the university.

Keywords

• organizational culture
• subculture
• university culture
• values
• classification features