Page 300 - Proceeding 2015

FAMP HUDREA Adrian
CCASP ORGANIZATIONAL CULTURE OF ROMANIAN LOCAL PUBLIC ORGANIZATIONS

The data becomes even clearer in Table 1, which shows that the difference between the total score of

organizational culture of all the institutions studied is very small, from a statistical point of view, more
specifically between 3.16 and 3.64. Therefore, we are talking about a variation of under 0.50 on a scale
of 1 to 5. That cluster of values is extremely tight and, considering all the endo- and exogenous differences

between the 15 organizations, unexpected.

TABLE 1. THE TOTAL SCORE OF ORGANIZATIONAL CULTURES, ACCORDING TO TYPE OF INSTITUTION
No. Type of institution Total
1. Bistri?a City Hall 3.22
2. Cluj-Napoca City Hall 3.51
3. Sfântu Gheorghe City Hall 3.48
4. Zalău City Hall 3.62
5. Satu Mare City Hall 3.16
6. Bistri?a-Năsăud County Council 3.49
7. Cluj County Council 3.27
8. Covasna County Council 3.25
9. Sălaj County Council 3.39
10. Satu Mare County Council 3.29
11. Bistri?a Năsăud Prefecture 3.44
12. Cluj Prefecture 3.22
13. Covasna Prefecture 3.64
14. Sălaj Prefecture 3.41 PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest
15. Satu Mare Prefecture 3.53

Surprisingly enough, the hypothesis that organizational culture was influenced by local culture and

peculiarities, as well as by the size of the organization was not confirmed, as all three types of
organizations (City Halls, County Councils, and Prefectures) had similar organizational culture traits,

regardless of the county (host culture) they came from, as well as of their size. There are indeed some
dissimilarities, but they are not noteworthy. Romanian local public organizations seems to have a common
culture, perhaps a bureaucratic culture that is specific rather to the system than to a certain institution, or

region; moreover, it does not seem influenced by factors such as size or type of activity, either.

CONCLUSIONS

Surprisingly, my hypothesis were not confirmed, apparently all organizations studied have very similar
cultures, despite their differences in type, size, shape, purpose, subordination or location. They seem to

have a strong bureaucratic culture with significant premises towards organizational performance.

The first hypothesis (which stated that the organizational culture is influenced by the local culture and
local specificities) was not confirmed; in all three types of organizations (County Council, City Hall and

Prefectures) I have identified similar traits of organizational culture regardless of county of origin. The
small differences that I found are not significant.

298