The current study uses an adapted version of Cameron and Quinn’s OCAI questionnaire to test the organisational culture of the Faculty of Science and Technology at the University of Debrecen, Hungary, as it is perceived by its students, and also to discover what type of organisational culture the same students think would be ideal for them. An additional objective of this paper is to identify possible gaps between the perceived and the ideal cultures expressed by the students. Our sample includes 128 questionnaires completed by bachelor students from 6 different majors at the faculty. According to our results, the respondents perceive to a significant degree that the faculty’s organisational culture is at an average level of clan, market and hierarchy cultures, while it also exhibits a relatively low level of the adhocracy culture. Their ideal faculty culture would be one with average adhocracy, average hierarchy, high clan and low market features. Significant gaps are identified between the perceived and ideal cultures in all the four types: students would prefer an increase in clan and adhocracy cultures, and a decrease in the other two cultures.
1. Cameron, Kim S. and Quinn, Robert E. (2006). Diagnosing and Changing Organizational Culture. Based on the Competing Values Framework. The Jossey-Bass Business & Management Series. Revised Edition.
2. Campbell, John P., Brownas, David A., Peterson, Norman G., and Dunnette, Marvin D. (1974). The Measurement of Organizational Effectiveness: A Review of Relevant Research and Opinion. Minneapolis: Navy Personnel Research and Development Center, Personnel Decisions.
3. Fralinger, Barbara and Olson, Valerie (2007). Organizational Culture At The University Level: A Study Using The OCAI Instrument. Journal of College Teaching & Learning: Vol. 4, No. 11, pp. 85-97.
4. Handy, Charles (1993). Understanding Organizations. Oxford University Press.
5. Howard, Larry W. (1998), Validating the Competing Values Model as a Representation of Organizational Cultures. International Journal of Organizational Analysis, Vol. 6, No. 3, pp. 231-250.
6. Lumley, Thomas, Diehr, Paula, Emerson, Scott, and Chen, Lu (2002). The importance of the normality assumption in large public health data sets. Annual Review of Public Health: Vol. 23. No. 1, pp. 151-169.
7. Martinez, Elizabeth A., Beaulieu, Nancy, Gibbons, Robert, Pronovost, Peter and Wang, Thomas (2015), Organizational Culture and Performance. American Economic Review: Vol. 105, No. 5, pp. 331-335.
8. Shirbagi, Naser (2007). Egyetemi oktatók szervezeti elkötelezettsége, és annak kapcsolata a szervezeti kulturaval (Organisational commitment of university lecturers, and this commitment‟s relationship with organisational culture). Magyar Pedagógia, Vol. 107, No. 3, pp. 185-203.
9. Peters, Thomas, and Waterman, Robert H. (1982). In Search of Excellence: Lessons from America’s Best-Run Companies. Harper and Row: London.
10. Quinn, Robert E. and Rohrbaugh, John (1983). A Spatial Model of Effectiveness Criteria: towards a competing values approach to organizational analysis, Management Science, Vol. 29, No. 3, pp. 363-377.
11. Schein, Edgar H. (1985). Organizational Culture and Leadership: A Dynamic View. Jossey-Bass: San Francisco, CA.
12. Senior, Barbara and Swailes, Stephen (2010). Organizational Change. Fourth Edition, Financial Times Prentice Hall, Pearson Education, Harlow.
13. Slevin, Dennis P. and Covin, Jeffrey G. (1990). Juggling Enterpreneurial and Organizational Structure. How to Get Your Act Together? Sloan Management Review: Vol. 31, No. 2, pp. 43-54.
14. Ujhelyi, Maria and Kun, Andras Istvan (2016): Szervezeti kultura vizsgalata OCAI modellel a Debreceni Egyetem műszaki menedzser hallgatói körében (Examining Organisational Culture with the OCAI model among Technical Management BSc Students at the University of Debrecen). International Journal of Engineering and Management Sciences (IJEMS): Vol. 1, No. 1, pp. 1-8, DOI: 10.21791/IJEMS.2016.1.46.