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ORGANIZATIONAL CULTURE AND KEY SUCCESS FACTORS 1

Running head: ORGANIZATIONAL CULTURE AND DETERMINANT FACTORS IN

PROFESSIONAL ORGANIZATION

(Stream: Work-Life Balance, Organizational Culture, and Corporate Social Responsibility)

Type: Refereed Paper)

Organizational Culture and Determinant Factors in Professional Organization:

An Exploratory Case Study of Cultural-Fit at Faculty of Painting, Sculpture

and Graphic Arts, Silpakorn University, Thailand

Chanida Jittaruttha

Chulalongkorn University

Copyright © 2010 Chanida Jittaruttha


Abstract At present, the theorists of modern public organization recognize that ‘cultural-fit’ approach is an important practice affecting behavioral management in public organizations, especially on the process of selecting newcomers. The relationship between individual personality and organizational culture is a topic typically considered in theoretical terms. This article addresses empirical evidence relating to one aspect of this relationship. Its purpose was aimed to explore appropriate organizational culture that fit to individual culture and investigate determinant factors which lead to cultural-fit and success of Faculty of Painting,

Sculpture and Graphic Arts organization. The methodology used in this research is mixed methods which conducted by analyzing academic works as well as a field survey. The article postulates that there is sufficient evidence to conclude that appropriate organizational culture of the sampling unit is Existential culture and determinant factors leading to cultural-fit and success of both are freedom, actualization, individual growth and power from autonomy. The extent of congruency between the values and norms of the organization and individual will proceed cultural-fit if determinant factors of culture are matched with their right conditions.

Keywords: organizational culture, individual culture, cultural-fit management


Organizational Culture and Determinant Factors in Professional Organization:

An Exploratory Case Study of Cultural-Fit at Faculty of Painting, Sculpture

and Graphic Arts, Silpakorn University, Thailand

At present, modern organization theorists recognize that the “Cultural-Fit

Management” approach is an important practice affecting behavioral management of

organizations. This research resulted from the awareness of organizational culture’s

importance which can decrease the conflict between organization and individual and was

aimed to determine the cultural-fit between the organization and individuals of Faculty of

Painting, Sculpture and Graphic Arts, Silpakorn University, Thailand. The research

methodology used in this study is a mixed method of both qualitative and quantitative

methods, particularly conducted by verifying Charles Handy’s Cultural Propriety Theory and

exploring appropriate motivation factors for individuals. The results offer a beneficial caveat

that there will be cultural-fit if the key success factors of culture are matched with their right

conditions.

Problem Statement and Purpose

Organization culture is a new vogue topic in a prescriptive as opposed to a descriptive

sense. In effect, the concept of an organizational culture is another expression of realization

that the organization itself takes on features which can be characterized as organizational

personality and character. Organizations are thus perceived as having their ways of thinking,

feeling, and acting just as human individuals do. Not only considered in the descriptive sense

as ‘soft criterion’, but organizational culture is understood in the prescriptive sense as

creating the normative context for shaping behavior of members as well.

The great advantage of the approach is that it starts with real organizations and

behaviors. Many of the organizational culture theorists (Smircich, 1983; Ott, 1989; Cornwall

and Perlman, 1990; Handy, 1991; Bolman and Deal, 2003; Schein, 2004; Denhardt and


Denhardt, 2007) asserted that organizations have their own cultures, way of life, beliefs,

roles, behaviors, and needs for achievement such as progress, reputation and successful

employees. On another side, individuals are different in many aspects and have their own

ways of living and working. If organizational culture does not match with an individual’s,

there will be conflict between both sides (Handy, 1991). At present, experts in human

resources realize that culture should be a major determining factor in selecting, hiring, and

even firing employees, given the fact that an organization is looking for those who fit well

with the organization norm and culture. From this perspective, culture can have a strong

impact on both organizational performance and employee (member) satisfaction. (Bardwick,

998; Johns and Saks, 2005)

Thus, cultural-fit management can address the deficiency and limitation of prior

organizational concepts or theories since it helps both organizations and individuals meet

their values, priorities, needs, and proper behaviors. The congruence between both

organizational and individual cultures can lead to the success of both sides. Achieving a best

cultural fit between the employee's values, styles, and priorities and the conditions,

requirements, and payoffs offered by an organization is a key to cultural congruence.

Managers need to know what an organization’s true culture is—the one that the logic of the

work demands or the one that exists in the existing complex of the individuals and their

cultures (Handy, 1991). Without the best cultural fit, the chances for success and retention

plummet; with best cultural fit, the chances for success increase.

Faculty of Painting, Sculpture and Graphic Arts, Silpakorn University, Thailand is the oldest and most famous professional organization of ‘Fine Arts’ academy, at higher education, in Thailand. It is a public agency, reporting to the University of Fine Arts, which provides public education and exists for the main purpose of serving in the social by providing arts and cultural knowledge, particularly in the four areas of visual arts: painting,


sculpture, graphic arts, and Thai traditional arts. This organization envisions itself as: an international academy of art scholars, enlivened by artist and professional inspiration, engaged in the pursuit of truth and beauty, and serving human society, especially through the creative use of art and aesthetic approaches. To this end it determines to be at the first quality of Fine Arts academy among those professional organizations in Thailand and aims at forming intellectually competent graduates who are appreciate freedom of art expression, imbibe valuable attitudes and art ideologies through an individualistically integrated curriculum of Fine Arts and Aesthetics and achieve academic excellence through creative works of art. If executives have good insights about organizational cultures and their alignment with types of work and characteristics of worker, they can manage most effectively and it will be easier to create the desirable values and behaviors that increase high performance and achievement of the lecturers who are the artists as well.

The purpose of this study is to explore how Handy’s theory -‘The Theory of Cultural

Propriety’ (1991) - can explain organizational behavior in Faculty of Painting, Sculpture and

Graphic Arts, especially in the area of cultural-fit and to investigate what specific motivating

factors suggested by Herzberg’s theory - ‘Two Factors Theory’ (1993) are appropriate with

organizational and individual culture in this sampling unit.

Research Questions

This study was aimed to investigate the following questions. That is: (a) whether

there is cultural-fit between organizational and individual perceived culture in the sampling

unit by testing Handy’s theory, (b) whether the appropriate culture in the sampling unit is

Existential culture (Dionysus culture), which can promote a highest achievement of

organization and its member as Handy’s proposed, (c) what key success factors lead to

cultural-fit in the sampling unit, and (d) what specific motivating factors are appropriate with

individual cultures in the sampling unit.


Theoretical Framework

Organizational culture is a subject of intense interest in both the popular and academic

literature, especially in the finding of ‘best fit’ and ‘cultural fit’ approach. Cultural fit is

considered to be the most significant key success factor to fulfill individual and

organizational need, goal, and success. The Faculty of Painting, Sculpture and Graphic Arts

organization is being considered as a professional bureaucracy organization as Mintzberg’s

(1983) proposed, which has its specification of ‘existential culture’ as Handy categorized.

The interesting point is that organizations are perceived as having their ways of thinking,

feeling, and acting just as human individuals do and just as the gods of ancient Greece. By

this way of thinking, Handy (1991) used the four gods of ancient Greece to be representative

of the four different cultures existed in organizations. This metaphor is very interesting and a

challenging tool for pursuing research on organizational culture. Handy’s theory promotes

cultural-fit as the best solution to help both the organization and individuals meet their values

and proper behaviors and fulfill their needs.

Organizational Culture Normative value

Organization (Existential Culture) Behavioral value Mintzberg’s organizational structure HRM Recruitment and selection Cultural - Fit Management Process (Handy’s Theory of Cultural Propriety)

Personality

Capability Characteristic

Individual Culture Behavior Appropriate person (Existential Culture) Value/Belief (Herzberg’s Two Factors Theory) Need (Motivation Factor) Priority

Figure 1. Theoretical Framework


This research specifically explored Handy’s Theory of Cultural Propriety, which was

found necessary for this study by this reasoning: Handy proposed in his theory that employee

will have work satisfaction if they can find the workplace appropriate with their cultures. The

key concept emphasized in his theory is: (a) inappropriate cultures lead to unhappiness and

inefficiency, which gave support to investigate cultural-fit and its key success factors, (b)

Handy exclusively separated the typology of cultures into four patterns by using a smart

metaphor. Each god represented quite different assumptions of four cultures and is clearly

defined, (c) While every organization and individual is different, his theory offers four

patterns of culture that can be discerned. It is not quite easy to find the organizational culture

theory that is properly used in all type of organizations, and (d) His theory can be applied in

both organizational culture and individual culture. Besides, it goes beyond time, space, and

settings. No scholarly work has ever been proposed such as the one created by Handy.

This study also attempts to investigate whether Herzberg’s theory can lead to the

answer regarding the motivation factors appropriate for individuals in this sampling unit.

Individuals with strong growth needs respond positively to enrich jobs. It will be very useful

to know what do professionals on Art in the sampling unit, who were proposed by Handy’s

theory to be appropriate with ‘Existential culture’, want from their growth-seeking.

Literature Review

The literature Review in this study serves two main purposes. The first is to examine

the fundamental theories or concepts contributed to the research questions. They are: (a)

theories on organizational culture and individual culture, particularly Handy’s (1991) theory

and organizational culture concepts from Smircich (1983), Ott (1989), Schein (2004), and

Denhardt and Denhardt (2007), (b) cultural-fit management concepts from Cornwall and

Perlman’s (1990), Bardwick (1998), Bolman and Deal (2003), and Johns and Saks (2005), (c)

organizational structure concept, particularly Mintzberg’s (1983) theory of organizational


structure, (d) individual culture: Maccoby’s (1976) personality concept , individual brain

concept of Handy (1991).

The second purpose of the literature review is to examine theories which help explain

the research findings. Those are: (a) Likert’s (1961) concept of ‘System four’ management,

(b) Handy’s (1991) concept of work type , and (c) psychological theories: Herzberg’s Two

Factors theory (Herzberg, Mausner, and Snyderman, 1993), Murray’s Needs Theory (1971).

Table 1 illustrates four types of Handy’s culture compared with essential involved theories or

concepts reviewed and synthesized by the researcher.

Table 1.

Handy’s four cultures with essential involved theories

Involved Theories

& Concepts

Club Culture

ZEUS

Role Culture

APOLLO

Task Culture

ATHENA

Existential Culture

DIONYSUS System 4 (Likert)

Benevolent authoritative management

Exploitative authoritative management

Participative management

Consultative management

Organization

Structure (Mintzberg)

Simple Structure

Machine Bureaucracy

Structure

Adhocracy Structure

Professional Bureaucracy

Structure Motivation factor (Herzberg,Mainer,

& Snyderman))

Acceptance/ Challenge

Responsibility/ Security

Success/ Reputation

Growth/ Actualization

Needs

(Murray) Affiliation Power Achievement Autonomy

Individual Personality (Maccoby)

Jungle Fighter Company Man Gamesman Craftsman

Individual Brain

(Handy)

Right brain Intuition/

Hunch

Left brain Order/

Sequence

Left brain Logic/ Reason/

Sequence

Right brain Imagination/

Creativity Work type (Handy)

Asterisk Task

Steady-state Task

Development Task

Asterisk Task

Organizational Culture and Individual Culture

Organizational culture vitally and inseparably relates to individual culture (Handy,

1991). As to Cornwall and Perlman (1998), a culture is an organization’s reality, and culture

shapes all that goes on within an organization. It is reflected in an organization’s norms,


philosophies, rules, values, climates, symbols, heroes, and almost everything its members do.

A different group of people has a different way of life and different ways to give meaning to

things and different values and behaviors. Therefore, organizational culture is dictated by the

values, beliefs, behaviors, and norms which permeate organization members and are

expressed through the words and behaviors of each member in organization. Culture reveals

organizational life, both organization and individual sides, and creates particular patterns or

ways of its identity. As Ott (1989) states, “It functions as an organizational control

mechanism, informally approving or prohibiting behaviors” (p.50). Schein (2004) suggested

that the often hidden and largely unquestioned assumptions and beliefs held by members of

the organization that guide their behavior constitute the core definition of culture: a pattern of

basic assumptions that has worked well enough to be considered valid, and therefore, to be

taught to new members as the correct way to perceive, think, and feel in relation to those

problems. Organizational culture expresses the ideas and overall values that define an

organization and has a significant and long-lasting influence on its members (Denhardt and

Denhardt, 2007). Organizations are selecting people whose core needs or highest priorities

can be met. In turn, individuals have to know what most matters to them at the time, and the

conditions in which they're most likely to flourish.

Cultural-fit Management

Nowadays, successful organizations do not select people only on work-based

consideration of "ability" as a basis, but also focus on “best-fit” to ensure consistency in both

organizational culture and individual culture. Experts in human resources realize that culture

should be a major determining factor in selecting, hiring, and even firing employees

(Cornwall and Perlman, 1990), given that an organization is looking for those who fit well

with the organizational norms and culture. Manager needs to know what an organization’s

true culture is, the one that the logic of the work demands, or the one that exists in the


existing complex of the individuals and their cultures (Handy, 1991). Cultural fit, which is at

the heart of employee satisfaction and organizational success, requires that people and

organizations really know what they're like and what they want to become. There are no ‘best

organizations’ or ‘best employees’. There's no one size that fits all. Instead, there's a best

cultural fit, a match between an individual's values, priorities, and behaviors and those of an

organization, which also decreases conflict between organizations and individuals (Bardwick,

1998). Handy stated, “Inappropriate cultures lead to unhappiness and inefficiency” (1991,

p.10). A better cultural fit means a person will be happier on the job, will want to stay, and

will have greater job satisfaction and commitment (Johns and Saks, 2005).

Theory of Cultural Propriety

Charles Handy (1991) proposed the concept of cultural- fit management in the

‘Theory of Cultural Propriety’, which holds that what matters is getting the right culture in

the right place for the right purpose. He illustrated his concept by symbolic analogies of four

ancient Greek gods to represent four different cultures follow to characteristics, duties, roles,

emotions, satisfaction, and competency of each god. Those are: (1) Club Culture, ruled by

Zeus; the dynamic entrepreneur, characterized by speed of decision, rapid, and intuitive

communication, (2) Role Culture, ruled by Apollo; god of order and bureaucracy which

based on definition of the jobs to be done, (3) Task Culture, ruled by Athena; goddess of

craftsmanship, recognizes only expertise as the basis of power and influence, and (4)

Existential Culture, ruled by Dionysus; the god preferred by artists and professionals who

owe little or no allegiance to a boss.

Handy (1991) suggested that each culture worked on quite different assumptions in

quite different styles of management, structures, procedures, leaders, motivation factors, and

reward systems. Each would work well in certain situations, but get the wrong god in the

wrong place and there would be trouble.


Table 2. Summary of Existential culture and Specific Attributions

Professional Organization is one of the kinds of organization that appropriates with

“Existential culture (Dionysus culture)” as described in Handy’s (1991) theory. Specific

attributes of existential culture were summarized by the researcher and illustrated in Table 2,

Attributes Existential Culture DIONYSUS

God’s Personality - God of wine and song - The existential ideology among the gods

Symbolic Analogy

A Cluster of

Individual stars

- A cluster of individual stars, loosely gathered in a circle. But the picture will remain essentially unchanged if a star or two departs. The stars are not mutually interdependent.

Features - Freedom - Independence - Difficult to manage - Professionalism - Commune culture

Style of Management - By consent of individuals

Power - From professional

Pattern of Work - Asterisk (from specification)

Kinds of Organization - Medical clinics - Architectural design companies - Hospitals - Lawyer offices - Artist groups - Researcher team - Teams of mountain climbers - Scientist team - Orchestra bands - Universities - Professional bureaucracy

Strength of Culture - Professional identity - Individuals freedom and autonomy - Individuals can fulfill their needs for self- actualization

Weakness of Culture - Difficult to manage - Easy to loose direction from different attitudes of individuals

Decision - making - By consent of individuals

Communication

- Form of discussion and freedom of opinion exchanging - Through speaking, writing, piece of work


which shows the make-up of its componential analysis and also indicates important factors

that can reflect on its unidimensionality.

Professional Bureaucracy Organization

As Mintzberg (1983: 190) proposed, the Professional Bureaucracy relies for

coordination on the standardization of skill and its associated design parameter, training and

indoctrination. The sampling unit is designed in this structure pattern. Its component is the

lecturers represented in professional culture, and the administrators analyzed by Handy’s theory. Faculty of Painting, Sculpture and Graphic Arts organization is a professional organization categorized in existential culture. The work in this organization is highly specialized in the horizontal dimension, but enlarged in the vertical one.

Motivation Factor

Herzberg, Mausner, and Snyderman (1993) proposed ‘Two Factor Theory’ which

confirms that there are two major factors: the motivation factors and the hygienic factors.

Herzberg emphasized that focusing on hygienic factors to motivate employees will not work,

but providing motivation factors to motivate people with opportunities for responsibility

achievement and personal growth will be better. Within the different context, the manager

has to consider the consequences of unmet needs and learn how to handle situations involved.

Because of conflict and frustration, individuals do not give their best. Thus, the motivation

factors: achievement, recognition, work itself, responsibility, and advancement, which are

suitable for individuals’ needs in different cultures, are the best solution (Herzberg, Mausner,

and Snyderman, 1993; p.60).

Methodology

The research methodology used in this study is a mixed method of both qualitative

and quantitative methods and conducted by analyzing academic works as well as a field

survey. The sampling unit, selected by the way of a multistage-sampling technique, was the


“Faculty of Painting, Sculpture and Graphic Arts organization” and the target population was

the ‘Operating Core’ of this sampling unit.

The instruments in this study were the survey modified from Handy’s questionnaire

and unstructured in-depth interviews. The collected data contributed validity to the results.

This research design was chosen to ensure the best opportunity to determine whether the

cultural-fit of ‘Existential culture’ between organization and individual exists or not and what

determinant factors lead to cultural-fit. While a test provides numerical indicator of the

observed phenomena, an in-depth interview sheds light to the causes of those phenomena,

Both selected methods thus contribute to the validity of this research.

Selection of Sample

Selection of the sample was based on theoretical criteria and led to the usage of a non-

probability method. This research is an exploratory attempt. The sample was selected by way

of multi-stage sampling that was a blending of a simple random sampling, a quota sampling,

and a purposive sampling. First, the population was segmented into mutually exclusive sub-

groups based on the attribute criterion of organizational culture described in Handy’s (1991)

theory, particularly on ‘kinds of organization’ and ‘type of work’ (illustrated on Table 2). The

Faculty of Painting, Sculpture and Graphic Arts organization is randomly selected from all of

professional organization of Fine Arts Academy in Thailand. All subjects in this sampling

unit are the ‘operating core’ units, purposively drawn from five parts of the organization

which Mintzberg (1983) proposed in his ‘Structure in Fives’ concept. This part is the

professionals that usually work in the fundamental section of producing goods and services.

The operating core is charged with ensuring that the organization serves its mission in an

effective way and also that it serves the needs of those who control or otherwise have power

over the organization.

After purposively selecting subjects from this part, the sampling unit was then judged


by quota sampling selection from four sections of the sampling unit at 30 persons for

statistical testing purpose, as illustrated in Table 3. From those respondents, 10 persons was

purposively chosen for in-depth interviewing, sufficient and specific to explore the

emergence of patterns which reached a saturation point with this respondents number. The

table of sampling frame, sampling unit, target population, sections of sampling unit and

Table 3.

The sampling selection by way of multi-stage sampling

sample size selected to participate in this study is shown on Table 3. They were grouped and

drawn to be good representation by considering the attributes of Existential culture (as

illustrated in Table 2). If the number of target population was lesser than 30 persons or access

to data collection was denied; such survey population would have been replaced by another

population of the same kind. The good sample size will be at least 25-30 % of population, if

number of population is less than 100-999 (Cochran, 1977).

Instrumentation

A Test. First, a test was designed for measuring the perceptions of the survey

population, as a member of organization, in both organizational and individual culture. It

demonstrated the level of congruence or conflict between organizational and individual

Organization

Sampling Frame

Sampling Unit

(Random Sampling)

Target Population (Purposive Sampling)

Sections of Sampling

Unit (Quota

Sampling)

n (30)

Test

n (10) In- ter

view

Painting Dep. 9 3

Sculpture Dep. 6 2 Graphic Arts Dep. 10 3

Professional Organization

All Professional Organization of Fine Arts

Academy in Thailand

(19)

Faculty of Painting, Sculpture

and Graphic Arts

organization

Operating Core (42)

Thai Traditional Arts Dep.

5 2


perceived culture of ‘operating core’ subjects in the sampling unit. The test, modified from

Handy’s test, has 15 headings including set of values, beliefs, behavior patterns which was

used to verify cultural-fit in 15 dimensions. They are: (1) A good boss, (2) A good

subordinate, (3) First priority of good member, (4) People who work well in organization, (5)

The way organization treats the individual, (6) By which way people are influenced, (7)

Power of control, (8) The basis of task assignment, (9) Competition, (10) Motivation of work,

(11) Type of work, (12) Way of thinking and learning, (13) Communication, (14) Decision-

making, and (15) Recruitment and selection. The organizational and individual perceived

culture which is mostly fit well in a sum total of (a) clause means the cultural-fit on Club

culture. The cultural-fit in a sum total of (b) clause means that Role culture exists, while the

cultural-fit in a sum total of (c) clause expresses cultural congruence on Task culture, and the

cultural-fit in a sum total of (d) clause confirms to cultural congruence on Existential culture.

The test was back translated and modified from Handy’s original questionnaire. The

questions number 10-15 were designed by the researcher to expand the cultural dimensions

test since these six increased headings help testify and clearly exclude different pattern of

each culture. Those were derived from a meticulous analysis of Handy’s theory and carefully

chosen from cultural key factors and follow the attributes of ‘Existential Culture’ summarized

by the researcher (in Table 2). The test was improved after testing by a pilot group and

examined twice by Professor Dr. Supachai Yavaprabhas, an expert and national outstanding

researcher on human resource management in the Thai public sector.

The validity of the test used to collect quantitative data was ensured by considering

three criteria of validity: (1) construct validity, (2) internal validity; and (3) conclusion

validity; the test leads to valid conclusions or that the sample enables valid inferences. The

reliability of the test was ensured by examining two criteria: (1) internal consistency;

Cronbach’s alpha reliability coefficient of the test is 0.85. This Cronbach’s alpha values


represent the internal consistency of the items, and correlation coefficients show a general

description about the relationships across the constructs and sub-constructs among the

proposed variables (Siegel, 2000; Howell, 2007). (2) sensitivity; the test has a discriminatory

power to categorize and significantly exclude four different cultures.

Interviews. Secondly, an in-depth interview was designed for probing the real

opinion of the subjects selected by a purposive sampling method. Data collected via these

interviews is intended to explain the cultural-fit or conflict between organizational and

individuals. The in-depth interview was based on conceptual structure, from word association

method, relating to the cumulative causes of the cultural-fit. The survey subjects were

requested to define 6 words based on the following questions: (1) what is the meaning of

individual’? (2) How do they measure their ‘work achievement’? (3) What are the factors that

lead to their ‘satisfaction of work’? (4) What are the causes of their ‘work stresses’? (5) What

‘type of work’ they do? And (6) what are their ‘motivation factors’?

Data Collection and Analysis

With permission granted by the target agency and organization, data were collected

and analyzed by using both methods described earlier. Data from a test were summarized by

the sum of scores, ranked by 30 respondents of all the statements under each of the two

columns, ‘oneself’ and ‘organization’. After data summarizing, the process of hypothesis

testing of proportion was used by the non- parametric method, the Mcnemar test, to verify

whether the proportion of respondents’ perceptions, on their organizational and individual

culture, is fit on or deviant from Existential culture.

The data from depth-interview were collected by way of informal and unstructured

interviewing to explore participants’ perception, beginning from six words as above

described, which leaded to explain the causes of incongruity. By this method, 10 respondents


were asked by probing with open-ended or unstructured questions to explore meanings and

causes of cultural-fit or cultural conflict. The data collected by using word of association

method could relate to the attributes of culture which aligned with the purpose of this study.

Results

The results of quantitative data collected by the test are illustrated in Table 4.

Table 4.

Cultural-Fit between organizational and individual perceived culture (n=30)

Data which were collected by the test instrument indicates the results of cultural fit in

the sampling unit. There were 14 out of 30 respondents (46.66%) who perceived that their

organizational and individual culture is fit in Existential culture, 2 respondents (6.67%)

perceived that their organizational and individual culture is fit in Task culture, and 2

respondents (6.67%) perceived that their organizational and individual culture is fit in Role

Perception of Cultural – fit

Sampling Unit

Culture

(n) = 30

(%) = 100

Perception of Organizational

culture

Perception of Individual

culture

Existential/ Existential

(14)

46.66

Existential (14)

Existential (14)

Existential/

Task (6)

20.00 Existential (6)

Task (6)

Task/ Existential

(1)

3.33 Task (1)

Existential (1)

Task/Task

(2) 6.67 Task

(2) Task (2)

Role/Task (2)

6.67

Role (2)

Task (2)

Role/Role (2)

6.67 Role 2)

Role (2)

Club/ Existential

(1)

3.33 Club (1)

Existential (1)

Faculty of Painting,

Sculpture and Graphic Arts organization

Existential (Dionysus)

Club/Task (2)

6.67 Club (2)

Task (2)


culture. The remaining subjects show a mix of incongruent cultures between organizational

and individual cultures. There were 6 respondents (20%) who perceived the organizational

culture as Existential culture, but perceived their individual cultures as Task culture; 1

respondent (3.33%) perceived the organizational culture as Task culture, but perceived his

individual culture as Existential culture; 2 respondents (6.67%) perceived the organizational

culture as Role culture, but perceived their individual cultures as Task culture; 1 respondent

(3.33.%) perceived organizational culture as Club culture, but perceived his individual culture

as Existential culture; and 2 respondents (6.67%) perceived organizational culture as Club

culture, but perceived their individual cultures as Task culture.

After data summarizing, the process of hypothesis testing of proportion was used by

Non- parametric method. The Mcnemar Test was employed to verify whether the proportion

of respondents’ perceptions, on their organizational and individual culture, is fit on or deviant

from Existential culture. The results of statistical test are illustrated in Table 5.

Table 5.

Respondent Perceptions from testing of proportion by Mcnemar test (n=30)

From Table 5, the result, tested by Chi-square value at significant level 0.05, is that

value ratio of cultural-fit between organizational and individual perceived culture is not

different. The proportion of cultural-fit only decreased from 20 to 16 and p > 0.05, strongly

Chi-

square value

Chi-

square prob

Perception of

Existential Culture on Individual side

Perception of

Existential Culture on

Organization side Fit

Culture Mismatched

Culture

Total

Fit Culture 14 6 20

Mismatched Culture 2 8 10

Total 16 14 30

6.696

0.289


supports the test model. Most of members perceived their cultural-fit, between organizational

and individual cultures, with Existential culture.

The results of qualitative data collected by in-depth interview are illustrated on Table

6. Data which were collected by word association method indicates causes leaded to cultural

fit and to cultural conflict in sampling unit.

Table 6.

Respondent Perceptions from in-depth interview by Word Association (n=10)

Word Meaning n Percentage (10) (100)

1. Individual a unique person who has self-value and freedom 10 100.00 2. Work achievement comes from original piece of work with innovation 10 100.00 3. Work satisfaction is attained by power from professional, autonomy 8 80.00 4. Work stress from undeveloped work, no have free time, hard 9 90.00 to compromise 5. Type of work is asterisk- work, creative and original work 10 100.00 6. Motivation factors are individual growth, independence 8 80.00

The respondents also mentioned the factors that caused incongruence between

organization and individual perceived culture. Those factors were not in their right conditions

and ineffectively led to mismatched culture. They are summarized and illustrated on Table 7.

Table 7.

Factors causing incongruence culture

From Table 7, three factors led to incongruence between organization and individual

perceived culture (needs, work satisfaction, and motivation factor). The data revealed that

members had needs for self-actualization and required consent management. They also

Sampling Unit Factors Negative Effects

Needs Require for self-actualization Work Satisfaction Require more freedom of time and

thought to do work of art

Faculty of Painting, Sculpture and Graphic

Arts organization Motivation factor Need for better relationship among

independent professionals


required more freedom of time and thought to do works of art in order to satisfy their works.

Besides, members felt that they didn’t have good relationship among independent

professionals.

By analyzing those factors, relevantly compared with involved theories and concepts

as synthesized on Table 1, the researcher found eight determinant factors which related to the

attributes of Existential culture criteria summarized from Handy’s theory (Table 2). This is

illustrated on Figure 2. This diagram reveals the eight key success factors of cultural-fit

between organization and individual in Existential culture. Those key success factors are a

combination of five key success factors on organizational side: (1) leader, (2) management,

(3) work type, (4) work achievement, and (5) performance indicator, and three key success

factors on individual side: (1) motivation factor, (2) needs, and (3) work satisfaction. The

cultural-fit in different cultures is owing to the right conditions of those eight key success

factors.

Existential Culture (Dionysus) Existential Culture (Dionysus)

Organizational Side Individual Side

Leader Innovator (by professionalism) Motivation factor Actualization, Growth Management By consent Needs Autonomy Work type Asterisk (from specification) Work satisfaction Power from autonomy Achievement Particular matter Indicators Innovative work, fulfillment

Figure 2. Key success factors and conditions of cultural - fit in Existential culture

The findings of this research are supported by involved theories or concepts and

confirm that: (a) there is cultural-fit between organizational and individual perceived culture

in the sampling unit, (b) appropriate culture between organization and individual in the

sampling unit is Existential culture, which matches with the professional bureaucracy

structure organization (Mintzberg, 1983). Furthermore, (c) key success factors that lead to

cultural-fit in the sampling unit are: (1) leader - role of innovator (Maccoby, 1976), (2)


management - by consent (Likert, 1961), (3) work type – asterisk - task (Handy, 1991), (4)

work achievement – particular matter (Handy, 1991), (5) performance indicators - fulfillment

(Handy, 1991), (6) motivation factor - growth (Herzberg, 1993), (7) needs - for autonomy

(Murray, 1971; Handy, 1991), and (8) work satisfaction – power from autonomy (Murray,

1971; Handy, 1991; Herzberg, 1993), and (d) specific motivating factors appropriated with

individual cultures in the sampling unit are: freedom, individual growth and power from

autonomy (Maccoby, 1976; Handy, 1991; Herzberg, 1993).

Conclusions and Recommendation for Further Research

From the findings, it’s valid to state that both Handy’s Theory of Cultural Propriety

and Herzberg’s Two Factor Theory are able to explain the observed phenomena. Firstly, the

congruence between organizational and individual perceived culture is owing to the right

conditions of the eight key success factors. If not, the cultural congruence will be decreased,

or it will be the mix of cultures, or it will be deviated from the right culture in accordance

with the theory. Secondly, the motivation factors used to motivate individuals in different

cultures are differed from one culture to another. They are the result of internal instincts in

each employee, and leads to motivation rather than movement. If the motivation factors well

suit with desirability and satisfaction of individuals in different cultures, they will decrease

conflict between organization and individual and lead to achievement for both parties.

The conclusion of this study certainly gives support to both Handy’s Theory of

Cultural Propriety and Herzberg’s Two Factor Theory. Previous studies of cultural - fit

management that align with the findings of this study are those of Bardwick’s study (1998)

and Bolman and Deal’s study (2003). These studies have concluded and defined

organizational culture, in term of a human resource perspective, as a culture that strives to

make a good fit between person and organization. The conclusions offer beneficial caveats

that both organizations and individuals have to be aware of their culture and choose the


culture that is most suitable for both.

Recommendations for further research

Organizations that do not change their perspective on cultural management only fade

away and others grow up to take their place (Handy, 1991; p.238), They are unable to

contemplate a future different from all that they have been used to. The interesting points for

further research are recommended as follows:

- Balancing your culture: change or decay? - Right Brain organization: the organization lost.

- Professional organization: organization of the future.

Contributions to New Knowledge in HRD

The recommendations give contribution to new knowledge in HRD, which suggest that both organization and individuals will attain their needs if determinant factors of each culture are matched with their right conditions. Individuals in professional organization suit for existential culture and require specific motivation factors, freedom and growth that needs for managing by consent. Existential culture gives most beneficial contribution to our progress world by those irrational Dionysian. Because rational man often adjust themselves to the world while irrational man always insist to change the world. The most innovative change in the world is often a result of their brain's right side. Both organization and individual need to be aware of the correct understanding in their own cultures. Organizational culture should be studied and understood not only from the organizational side but from the individual dimension as well.

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