• 대한영양사협회학술지
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• 제23권4호
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• pp.431-452
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• 2017

This study was conducted to investigate the effect dietitians' perceived organizational culture has on organizational commitment at hospital foodservices. A total of 382 dietitians working at general hospitals with 500 beds or more participated in the survey from January 16 to February 8, 2017. The result of perceived organizational culture showed hierarchical culture, rational culture, development culture, and group culture scored to be 5.29, 5.25, 5.15, and 4.97 out of 7, respectively. Differences in the perception of organizational culture and organizational commitment were observed according to the general demographics of subjects, but no significant differences were shown according to the general characteristics of hospitals. For organizational commitment perception, affective commitment (5.14), normative commitment (4.41), and continuance commitment (4.21) were identified. There were differences according to age, work experience at the present job, position, and education level by type of organizational culture. In terms of organizational commitment, there were significant differences in age, work experience at the present job, employment status, and possession of clinical dietitian certificate, position by type of commitment. A positive correlation between dietitians' perceived organizational culture and organizational commitment such as overall organizational commitment, affective commitment, and normative commitment was observed (P<0.01). Group culture, development culture, and hierarchical culture positively affected overall organizational commitment (P<0.001). Development culture, group culture, and hierarchical culture had positive effects on affective commitment, whereas rational culture had a negative influence. Development culture (P<0.05), group culture (P<0.001), and hierarchical culture (P<0.01) positively influenced normative commitment. Results suggest that it is necessary to develop plans for the improvement of rational culture, group culture, and development culture at hospital foodservice organizations.

• 여성학논집
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• 제27권1호
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• pp.145-183
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• 2010

본 연구는 징병제가 존재하고 한국과 사회적 역사적 유사성이 두드러지지만, 한국과는 달리 위계적 대학문화에 대한 증상이 거의 없는 대만과 대학생문화에 대한 양적 질적 비교를 병행하였다. 이런 비교조사와 분석을 통하여 한국대학의 위계적, 성차별적 군대문화의 현황을 좀 더 명확히 짚어내고 원인을 파악하려 노력하였다. 비교 연구 결과를 보면 대만의 대학문화는 한국보다 위계적이지 않고, 위계문화의 필요성에 대한 지지도가 낮았다. 폭력이나 단체기합등 군대문화적 요소는 주로 한국대학문화에서만 나타났고 남성중심적 술문화와 성매매문화의 지배력도 한국에서 더 강한 것으로 확인되었다. 대만과 한국의 대학문화의 이러한 차이를 낳는 사회 역사적 원인을 살펴보면 대만이 한국보다 위계적 집단주의 문화의 근거이고 원동력이라고 할 수 있는 국가주의적, 군사주의적 국민의 내적 동의나 뿌리가 약하다는 점을 들 수 있다. 대만 대학문화가 상대적으로 덜 위계적인 가장 중요한 직접적 원인은 징병시기에서 찾아볼 수 있다. 한국은 일반적으로 재학중 군대를 다녀오지만 대만은 대학을 마친 후 군대를 다녀오는 것이 일반적이다. 한국의 대학문화에서 군유경험자는 폭력성이나 위계문화 또는 술문화에 큰 영향력을 행사하는 존재로 확인되었다.

• 한국의류학회지
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• 제34권8호
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• pp.1352-1363
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• 2010

This study analyzes how the organizational culture of TV home shopping companies influence the job satisfaction, commitment, and intention of turnover. It ascertains the differences the job satisfaction, commitment, and intention of turnover according to tenure of office and turnover time. The survey was conducted from May $3^{rd}$ to $31^{rt}$ in 2010, and 356 responses were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, ANOVA, and multiple regression analysis. As a result, the organizational culture of TV home shopping companies was classified by the innovation culture, group culture, rational culture, and hierarchical culture. The innovation culture, group culture, and hierarchical culture of TV home shopping companies influenced job satisfaction and commitment. The rational culture and hierarchical culture of TV home shopping companies influenced the intention of turnover. There were differences in the intention of turnover according to the tenure of office and the job commitment according to turnover time.

• 한국조리학회지
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• 제24권3호
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• pp.121-132
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• 2018

The purpose of this study was to recognize the self - efficacy and organizational citizenship behavior. For the reliability and validity of the questionnaire, exploratory factor analysis was performed and the Cronbach's s value was calculated to determine the internal consistency of the questionnaire. The effect of organizational culture of self - efficacy on organizational citizenship behavior was as follows. First, it was analyzed that individual culture, collective culture, hierarchical culture, and rational culture had a significant effect on self - efficacy. Second, self-efficacy had an important effect on organizational citizenship behavior. Third, individual culture and rational culture had a significant effect on organizational citizenship behavior. However, the collective culture and hierarchical culture, which put emphasis on family relations and teamwork, had no significant effect on organizational citizenship behavior respectively. Therefore, it is found that the group culture which valuesfamily-friendly and feamwork of its members,or the hierarchical citure for adapting to the external environment has no effect on organizational citizenship behavior family-friendly and lay emphasis on the teamwork of the organization members, and it does not have an effect on the organizational citizenship behavior.

• 복식문화연구
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• 제24권2호
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• pp.198-217
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• 2016

This study analyzed the effects of organizational culture on psychological empowerment and organization efficiency, and the effects of psychological empowerment on organization efficiency in fashion companies. In addition, this study analyzed the differences between organizational culture, psychological empowerment and organization efficiency across demographic characteristics. The survey was conducted among employees of fashion companies, and 320 responses were used in the data analysis. As a result, the group culture and innovative culture in fashion companies positively influenced the competence and meaning of psychological empowerment. An innovative culture and rational culture positively influenced the self-determination, and the group culture and rational culture positively influenced the impact of psychological empowerment. The group culture, innovative culture, and rational culture of fashion companies positively influenced job satisfaction, and the group culture, innovative culture, and hierarchical culture positively influenced job commitment. The group culture and innovative culture negatively influenced the turnover intention, but the hierarchical culture positively influenced the turnover intention. In addition, the psychological empowerment (competence, self-determination, impact, and meaning) positively influenced job satisfaction, and the competence, self-determination, and impact positively influenced job commitment. Competence negatively influenced the turnover intention, but the impact positively influenced the turnover intention. There was a difference in the group culture and turnover intention by ages, as well as a difference in the hierarchical culture and self-determination by work departments. The results of this study will be helpful for the establishment of the management and business strategies in fashion companies.

• 디지털융복합연구
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• 제14권3호
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• pp.115-126
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• 2016

본 연구는 건설기업들의 위계문화가 임파워먼트, 조직유효성 간의 관계를 실증연구를 통해 규명하는데 목적이 있다. 본 연구를 수행하기 위해서 서울, 수도권, 비수도권 건설기업 임직원을 대상으로 설문조사분석을 하였으며 분석방법으로 SPSS의 기술통계, 신뢰도분석, 요인분석, 다중회귀분석 등을 사용하였다. 본 연구의 검증결과는 다음과 같다. 첫째, 위계문화는 조직유효성에 유의적인 정(+)의 영향을 미치며, 둘째, 위계문화는 임파워먼트에 유의적인 정(+)의 영향을 미친다. 셋째, 위계문화와 임파워먼트는 조직유효성에 유의적인 정(+)의 영향을 미치는 것으로 나타났다. 이러한 연구 결과로 국내의 건설 산업의 위계문화는 건설업의 특징적인 관점에서 직원들 사이의 상명하복의 정신과 목표의식, 자기결정력 채택이 중요하며, 또한 조직몰입도, 직무성취도에 도움이 될것이라 생각된다.

• 아태비즈니스연구
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• 제10권1호
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• pp.39-54
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• 2019

The purpose of this study is to research the effect of organizational culture on trust and communication. Also, the study explores whether trust and communication affects innovative behavior and the mediation effect on innovative behavior among organizational culture, trust and communication. This study analyzed the mediating effect with SEM using data from the HCCP in 2015. The results of the study are as follows. First, it was found that innovative, collective and rational culture positively influence but hierarchical culture negatively influence trust and communication. Second, trust and communication have a positive effect on innovative behavior and trust has a positive effect on communication. Third, the effect innovative, collective hierarchical and rational culture on innovative behavior is mediated through trust and communication. Therefore, this study suggests creating an innovative, relationship-based and goal-oriented organizational culture which increases trust and communication that facilitates innovative behavior.

• 보건행정학회지
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• 제20권3호
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• pp.73-103
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• 2010

This study aims to explore how the transformational leadership (consisting of three factors"charisma, individualized consideration, and intellectual stimulation) and the organizational culture (typified by developmental, rational, consensual, and hierarchical culture) are related to the organizational effectiveness (consisting of job satisfaction, organizational commitment, and intention to leave a job) of dental clinics. We found the following empirical results through a survey of 378 persons who work in dental clinics. Firstly, the respondents acknowledged charismatic leadership as the typical type of leadership ; as for organizational culture, a culture of consensus is recognized as the representative type. Secondly, transformational leadership has different effects according to the type of organizational culture: a positive influence in developmental and rational cultures, but a negative influence in consensual and hierarchical cultures. Thirdly, developmental culture has proven to be the most suitable for increasing job satisfaction and organizational commitment. The developmental, rational, and consensual cultures have all contributed to reducing intention to leave among clinic staff, whereas in the hierarchical culture, intention has been elevated. Fourthly, transformational leadership has a positive effect on the job satisfaction and organizational commitment; the intent to leave has been lessened under individualized consideration and charismatic leadership, but has been increased under leadership of intellectual stimulation. Fifthly, it is consideration and charisma that help to increase organizational effectiveness. These influences will become more effective through a developmental culture. Based on the above empirical results, we propose practical measures to improve the organizational effectiveness of clinics, in particular dental clinics. In order to build developmental culture, the doctor (manager) should produce an atmosphere in the clinic in which staff members are able to create and jointly own ideas and then promote awareness of staff participation. Additionally, in order to bring leadership of charisma and consideration into full play, the doctor should shape a relationship of mutual trust mainly by recognizing and praising the work of clinic staff. Finally, the doctor needs to acknowledge that organizational effectiveness can be significantly improved by increasing the transparency of the business.

• 가정과삶의질연구
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• 제33권4호
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• pp.19-32
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• 2015

The purpose of this study is to examine the influence of the organizational characteristic and workers characteristics of Family Business Organization on its Business Performance. The subjects of this study were workers of healthy family support centers and multicultural family support centers. A survey was conducted from July 30th to September 30th. A total 372 materials were used for analysis of final data and SPSS(Statistical Package for the Social Sciences) WIN 18.0 program was employed in analyzing the collected data. As the result of analysing the effect of organizational characteristics and culture and characteristics of workers on business performance through hierarchical regression analysis, higher performance was achieved when the agency's organizational culture has the characteristics of a developed culture, and when the operating body is a school principal corporation rather than a non-profit corporation, and in the city rather than farming town, having enough information and external resources at the center, and when the job satisfaction of workers are high, and when organizational culture is more hierarchical. There were difference in the result of analysing the effect of organizational characteristic and culture and characteristic of workers on business performance. The level of service and business value of Family Service Organization was higher when the agency's organizational culture has the characteristics of a developed culture, hierarchical culture and agreement culture, and when operating body is a school principal corporation rather than a non-profit corporation, having enough information and external resources at the center, and the administrative skills of workers are higher. Business volume is increased when the operating body is a school principal corporation rather than a non-profit corporation, and in the city rather than farming town, and when the agency's organizational culture has the characteristics of hierarchical culture and agreement culture, having enough external resources at the center, and the practicing ability of workers are higher. When it comes to business efficiency, it is increased when the agency's organizational culture has the characteristics of developed culture and the job satisfaction of workers are high, having enough external and financial resources at the center. Therefore we will need to enhance business performance through improved management and job satisfaction of employees in organizational culture.

• 한국병원경영학회지
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• 제15권2호
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• pp.61-83
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• 2010

The purpose of this study is to analyze the effects of the introduction of 'business performance evaluation program' on the changes in organizational culture and employee commitment. The data for this study were collected three times, in 2006, 2008, and 2009 from the employees at a public hospital in Korea. The main findings of this study are as follows. 1. Organizational culture has gradually changed as the 'business performance evaluation program' was introduced and implemented. Regarding the changes in the different type of culture, we can see that group culture, developmental culture and rational culture has been stronger and, on the other hand, the introduction of 'the program' did not have as much impact on the hierarchical culture as on the other types of culture. 2. The group culture has have more impact on the organizational commitment than other types of culture. In case of the hierarchical culture, however, statistically significant relationships could not be found between the organizational commitment and the introduction of business performance evaluation program.