Page 297 - Proceeding 2015
P. 297
HUDREA Adrian FAMP
ORGANIZATIONAL CULTURE OF ROMANIAN LOCAL PUBLIC ORGANIZATIONS CCASP
5. RESULTS AND DISCUSSION
City Halls
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
Figure 2 shows a general overview of organizational culture for the five City Halls. A first observation
would be the fact that there are no significant differences among them, and that none of them stands out
in any way – quite the contrary, they almost overlap; their cultures are somewhat similar, and balanced,
as none reached maximum or minimum rates on any dimension.
Strategic Direction &…
5,00
Organizational Learning 4,50 Goals & Objectives
4,00
3,50
Customer Focus 3,00 Vision
2,50
2,00
1,50
Creating Change 1,00 Coordination &…
30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest Empowerment Capability Development Agreement
Team Orientation
Core Values
Bistri?a
City Hall
City Hall
City Hall
City Hall
City Hall Cluj-Napoca Sfântu Gheorghe Zalău Satu Mare
FIGURE 2. ORGANIZATIONAL CULTURE OF CITY HALLS
By analyzing the score of each City Hall, I noticed that they are all within the interval 3.01-3.78, meaning
slightly above average, which, according to Denison’s research (Denison D., 1990; Denison, Haaland, &
Goelzer, 2004), implies sound grounds for good performance. What is surprising is not only that all
dimensions scored above average (we would have expected customer focus, at least, to score lower,
given the nature of these institutions), but also the fact that there were no major differences between
them, although they are in five separate counties, in separate geographical areas, with separate regional
cultures.
County Councils
Figure 3 shows a general overview of organizational culture regarding the five County Councils. Once
again, we witness an almost total overlap of the five cultures, as the differences actually seem smaller
than in the case of City Halls; as shown above, there is a balance between the 12 dimensions in each
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