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The Organizational Culture of a Major Social Work Institution in Romania: A Sociological Analysis

Author

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  • Florina Luiza Vlaicu

    (The Department of Social Work, The West University of Timișoara, Timișoara 300223, Romania)

  • Alexandru Neagoe

    (The Department of Social Work, The West University of Timișoara, Timișoara 300223, Romania)

  • Laurențiu Gabriel Țîru

    (The Department of Sociology, The West University of Timișoara, Timișoara 300223, Romania)

  • Adrian Otovescu

    (The Department of Communication, Journalism and Education Science, The University of Craiova, Craiova 200585, Romania)

Abstract

This study aims to document the specific organizational culture existing in the General Directorate for Social Work and Child Protection (DGASPC) in the Gorj county, Romania. This is a major social work institution in Romania, but one which (like most other social work institutions in this country) have rarely been subject to the type of sociological research as the one reported in this article. The present analysis can help leaders in this organization and other similar organizations to assess and improve the cultural aspects that can influence the achievement of objectives, as well as the quality of the social services provided to service users. Our study has included 286 participants that hold various positions at DGASPC Gorj (social workers, psychologists, and educators). The chosen investigative instrument is the organizational culture assessment instrument (OCAI), a questionnaire designed to interpret organizational phenomena, developed by Cameron and Quinn and based on the conceptual framework of the “competing values framework”. The authors have identified four types of culture (clan, adhocracy, hierarchy, and market culture) and the tool allows an analysis of organizational culture based on the employees’ perception of the existing culture as well as also on their preferences regarding the way they would like to change the organizational culture in the future. The results show that the dominant culture is the hierarchy culture, closely followed by elements of clan culture. Other cultural dimensions are also explored and reported (leadership, success criteria, etc.).

Suggested Citation

  • Florina Luiza Vlaicu & Alexandru Neagoe & Laurențiu Gabriel Țîru & Adrian Otovescu, 2019. "The Organizational Culture of a Major Social Work Institution in Romania: A Sociological Analysis," Sustainability, MDPI, vol. 11(13), pages 1-18, June.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:13:p:3587-:d:244148
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    References listed on IDEAS

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    1. Antoniοs D. Kargas & Dimitrios Varoutas, 2015. "On the relation between organizational culture and leadership: An empirical analysis," Cogent Business & Management, Taylor & Francis Journals, vol. 2(1), pages 1055953-105, December.
    2. Oana-Bianca Bercea & Elena-Simina Lakatos & Laura Bacali, 2019. "Comparative Study Regarding Organizational Culture: Nonprofit Organization and Profit-Oriented Organization," Springer Proceedings in Business and Economics, in: Sebastian A. Văduva & Randolph Wilt & Ioan Fotea & Lois P. Văduva (ed.), Civil Society: The Engine for Economic and Social Well-Being, chapter 0, pages 41-52, Springer.
    3. Brody Heritage & Clare Pollock & Lynne Roberts, 2014. "Validation of the Organizational Culture Assessment Instrument," PLOS ONE, Public Library of Science, vol. 9(3), pages 1-10, March.
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    2. Verónica Sansabas-Villalpando & Iván Juan Carlos Pérez-Olguín & Luis Asunción Pérez-Domínguez & Luis Alberto Rodríguez-Picón & Luis Carlos Mendez-González, 2019. "CODAS HFLTS Method to Appraise Organizational Culture of Innovation and Complex Technological Changes Environments," Sustainability, MDPI, vol. 11(24), pages 1-28, December.
    3. Mangalane du Toit & Liezel Lues, 2021. "Transitioning to Sustainable Administrative Gatekeeping in Access to Social Grants for South African Adult Persons with Disabilities," Sustainability, MDPI, vol. 13(7), pages 1-14, March.

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