Int. j. econ. manag. soc. sci., Vol(3), No (11), November, 2014. pp.

776-778

TI Journals

International Journal of Economy, Management and Social Sciences

www.tijournals.com

ISSN:
2306-7276

Copyright 2014. All rights reserved for TI Journals.

The Study of the Relationship between Organizations Rational Culture

and the Managers Performance
Gholamreza Khodabakhsh*
M. S. in Public Management-Evolution Management, Firouzkooh Branch Islamic Azad University, Firouzkooh, Iran.
*Corresponding author: ghrekh2000@yahoo.com

Keywords

Abstract

Rational culture
Performance
Managers

If there is a need to have desirable and sustainable changes in an organization, the culture of the organization
should be the subject to change. In fact, success or failure of any organization must be sought in its
prevailing culture. In today's highly competitive world, it is assumed that the cost of most organizations is
the labor cost. As a result, any step that could reduce this cost could be effective in achieving desired
objectives. In this study the relationship between rational organizational culture and managers performance
in the 6th and 8th district of Tehran is taken into consideration. A questionnaire has been used to collect data,
and the hypotheses have been analyzed using the SPSS software. The aim of this study is functional and in
terms of procedure it is descriptive, bibliographic and follows correlative survey methods.

1.

Introduction

Members of a social system have similar beliefs, ideas, values, and norms that in total make up the culture of the system. An organization as a social
system is not an exception and has different culture in terms of its goals and mission, development background, technology, structure and procedures.
The culture of the organization cares about peoples beliefs and their expectations about the institutional life. The atmosphere of the organization is
measured through survey methods and represents peoples present beliefs and expectations. However, the culture of the organization is defined by the
values and expectations that are deeper and cover a longer period of time [1].
Institutional performance is defined as achieving or exceeding organizational and social objectives and carrying out the responsibilities that the
members have been asked to do [2]. In general, the factors affecting organizational performance can be summarized as follows: organizational
structure, the environment of the organization, policies. Practices of participating organizations are based on the fundamental belief that all people
have the right to accept responsibility for their own affairs, think about them, express their ideas without fear, and be involved in the decisions that
affect their lives. The rich culture of the organization can be a powerful and energetic force that could guide the organization through efficient human
resources, and create similar perceptions toward common objectives and strong motivation in individuals and stimulate morality and spirituality in a
systematic environment.

2.

Types of organizational culture from Phesys viewpoint

According to Phesy, there are four types of organizational culture that include culture based on responsibility, success, power, and support.
Role-based culture: In these cultures, the tasks are clearly defined and they are measurable. Since it is easy to perform these tasks there is
coordination in different sections of the organization.
Culture based on power: In this kind of culture, certain people dominate the organization and others are obedient. The leadership in this organization
is based on compulsion and paternal benevolence.
Culture based on success: The main focus in this culture is on working. In this culture people are interested in their work and fight for it. In these
cultures, people spend a lot of time and energy to do work and the members of the organization work tastefully and passionately.
Culture based on support: In this culture, it is tried to make the members satisfied. In the organization tending to have this culture, reciprocity,
attachment and dependency are emphasized [5]. Mighdad Karamis results show that granting autonomy to individuals has an important role in the
acquisition and development of knowledge. Mortazavis findings (2005) show that organizational culture and employee performance has a significant
positive correlation with each other. In Mirrahimis study (2010) factors such as identity, leadership and integrity among organizational culture
components have meaningful relation with managers performance due to their level of significance being less than 0.05, while there was no
significant relationship between managers' performance and other components.

3.

Materials and Methods

The aim of the present study is an applied research and the methodology is descriptive correlational survey. The study included all managers and
employees of a telecommunication company in regions 6 and 8 in Tehran. The number of participants during study is 743 and according to estimates
by sample volume, a sample size of 46 managers and a sample size of 204 employees was [selected] and questionnaires have been distributed among
them. In this research, to study the theoretical issues and review of literature related to the topic written documents such as marketing books,
magazines and articles, Internet, dissertations and other similar books, brochures and catalogs have been used.
Cronbach's alpha method was used to determine the reliability. The reliability of the questionnaire is to obtain the same results in different situations.
In other words, the reliability will be high if a questionnaire is distributed in different circumstances and provide the same results. To put it clearly

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The Study of the Relationship between Organizations Rational Culture and the Managers Performance
International Journal of Economy, Management and Social Sciences Vol(3), No (11), November, 2014.

this method is used to calculate the internal consistency of the measuring instrument such as a questionnaire and the subjects that measure different
characteristics. The high reliability of the research is confirmed when Cronbach's alpha value is greater than 0.7. To calculate Cronbachs alpha, the
variance of each subset of the questionnaire and the variance of total questionnaire must be measured.
Table 1. Analysis of questionnaire reliability
Scale
Rational Culture
Performance
Total Questions

Cronbachs Alpha
0.812
0.913
0.847

According to the table the reliability is good since the Cronbach's alpha for each scale is above 0.8.
Findings
Hypothesis: There is a relationship between rational culture and managers performance.
Table 2. The relation between rational culture and managers performance
Correlations a
Rational culture
.281
.45
.46
1.000
0
.46

performance
1.000
0
.46
.281
.45
.46

The correlation coefficient of Spearman

Level of significance
number
The correlation coefficient of Spearman
Level of significance
number

performance

rational culture

a. GROH= managers

Correlation table shows correlation between two variables, rational culture and managers performance using Spearman correlation coefficients. As it
can be inferred from the table the value of r=0.281 and sig=0.045<0.01 show that assumption that says there is no relation between rational culture
and managers performance is rejected and the researcher's hypothesis is confirmed.

Table 3. Standardized coefficients of the rational culture

Coefficients a, b
Standardized coefficients
Sig

.000
.045

9.975
2.609

a.
b.

Beta

Non-Standardized
coefficients
Std. error
B

.081

.376
.108

3.749
.166

Fixed
Rational culture

Dependant variable: performance

GROH = managers

In Cofficients table, beta in column B is represented respectively as constant value and the coefficient of the independent variable. This table consists
of both standardized and non-standardized coefficients of beta. In non-standardized coefficients of beta scale of variables are not the same, while in
standardized coefficients of beta the scale of variables are same and there is the possibility of comparing the variables. Therefore the standardized
coefficients are used to compare the effect of the independent variable on the dependent variable.
Kruskal-Wallis test sub-hypothesis 6: With respect to rational culture there is significant difference between the managers performance.
Null hypothesis: With respect to rational culture there is not significant difference between the managers performance.
Substitute hypothesis: With respect to rational culture there is significant difference between the managers performance.
In order to compare the managers performance with regard to the rational aspect of the organizational culture ANOVA is used. Since the result of
the Kolmogorov-Smirnov test of this aspect of organizational culture does not reflect the normality of the data, nonparametric Kruskal-Wallis test is
used. Table 4 is about the varying descriptive data of managers performance regarding rational culture.
Table 4. Varying descriptive data of managers performance regarding rational culture
Variables
Managers
performance
Rational culture

Number
46

Average
72.15

Standard deviation
13.75

Minimum
50

maximum
105

46

1.80

0.65

Table 4 shows that the average of the variables of managers performance is 72.15 and the average of rational culture is 1.80. Table 5 shows the
statistics of the rank of managers performance in variable of rational culture.

Gholamreza Khodabakhsh *

778

International Journal of Economy, Management and Social Sciences Vol(3), No (11), November, 2014.

Table 5. The statistics of the rank of managers performance in variable of rational culture
Rational culture
Low
Middle
high
total

Number
15
25
6
46

The average of rank

33.47
18.42
19.75

According to Table 5, the highest rank belongs to the low rational culture with the average of 33.47 and the lowest rank belongs to the middle
rational culture with the average of 18.42.
Table 6 shows the statistics of the Kruskal-Wallis test for variables of the managers performance with respect to rational culture.
Table 6. The statistics of the Kruskal-Wallis test for variables of the managers performance with respect to rational culture
K2
Degree of freedom
Significance level

Managers performance
12.35
2
0.002

According to table 6 showing the statistics of the Kruskal-Wallis test for variables of the managers performance with respect to rational culture, k2 is
12.35 which is significant at 0.002 level, it can be stated that there is a significant difference among managers performance in the variable of rational
culture.

4.

Conclusion

As a result of testing this hypothesis, the assumption of nonexistence of relation between managers performance and rational culture is rejected and
the researchers hypothesis is confirmed. According to the Kruskal-Wallis test there is significant difference between managers performance and
rational culture. Therefore rational decisions and creating this culture is very important. Managers in these organizations increase their level of
performance by increasing competition among employees and incentives to compete with other organizations. The limitation of the present study was
that status survey conducted was through questionnaires. Although it was a standard questionnaire some adjustments have been made to adapt to
local conditions, but like all questionnaires it has inherent limitations that the respondents may not have completed the task with required accuracy,
therefore the results of the study is limited to the responses obtained from questionnaire.

References
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[2]
[3]
[4]
[5]
[6]

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Gareth
Karami, Miqdad, (2011). Organizational culture and performance with emphasis on knowledge management, Tehran, Public Administration Training Centre
Kenneth blanchard ,Hersy paul.)1998.( Management of organization. Behavior: utilizing Human Resource New York Prentice- Hall International Edition. Fifth
Edition
Mortazavi, Kazem. (2005). Identifying the type of organizational culture and its relationship to performance of Saderat bank employees.
Phesy, Dyanasy (2005). Contingency management in accordance with organizational cultures. Translated by Naser Myrspasy. Tehra1n, Mir
Rahim, Arezou. (2010). The relationship between organizational culture and managers performance in schools in 5th district in Tehran