Page 298 - Proceeding 2015

FAMP HUDREA Adrian
CCASP ORGANIZATIONAL CULTURE OF ROMANIAN LOCAL PUBLIC ORGANIZATIONS

case, with no major discrepancies.

PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
Strategic Direction &
Intent
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 &
Integration

Empowerment Agreement

30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest
Team Orientation Core Values
Capability Development

Bistri?a-Năsăud CC Cluj CC Covasna CC Sălaj CC Satu Mare CC

FIGURE 3. ORGANIZATIONAL CULTURES OF COUNTY COUNCILS (CC)

If we take a look at the score of each County Council, we will notice that they are all situated between
3.00-3.82, meaning slightly above average, a fact which, according to Denison’s research (Denison D.,

1990; Denison, Haaland, & Goelzer, 2004), represents sound grounds for good performance. The highest
score was reached by the Bistri?a County Council, with a general average of 3.49 and with 5 highest-
scoring dimensions; the lowest score was reached by the Covasna County Council, with an average of

3.25 and with 3 of the lowest scoring dimensions.

Prefectures

Figure 4 shows a general overview of organizational culture for the five Prefectures. We notice that all

five cultures are extremely close to one another in the median area, with no major variances; the
difference between the highest-rated and the lowest-rated Prefecture is quite small, but still visible on the
graph.

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