Professional Documents
Culture Documents
1.1 INTRODUCTION
Quality management services and facilities play an important role in the organizational culture of an
institution. It will be able to ensure that the organisation is always relevant to the current needs of
the country's development in the globalized era. And work challenges increasingly competitive
environment, technology is increasingly sophisticated, increasingly stringent regulations as well as the
increasing knowledge making claims against the good quality of products and services are worsening.
"THE Civil service always give priority to quality improvement in an effort to provide the best service to
the people. The best service and quality can only be achieved by the attentive attitude to customers and
always find a way to meet our customers needs. (Chief Secretary's speech during the inauguration of the
public complaints Bureau Reporting Year 2004).
A measure of the level of quality at a lower price is not something static but constantly increasing in line
with the progress of time (Goetsch and Davis, 2003). The level of quality that can meet the needs of
customers today most likely outdated and have not been able yet to meet customer satisfaction within a
year two to come. This is among the challenges that must be endured by the public today as a member of
their organization.
In this regard the Government has introduced a variety of commands, programs, campaigns
and slogans towards ensuring the role of the public service can be implemented in an efficient
and effective at all times that they are;
a) Government urged public service Instructions obtained the ISO 9000 quality
management approach through the (Public Service development circular, no. 2/1996: followed the letter
of the PKPA 2/2002 as guidance implementing ISO new version ISO 9000:2000).
b) the establishment of the public complaints Bureau (BPA) from 23 July 1971 intended to deal with public
complaints.
c) launching of Public Service Ethics on January 1, 1979 in an effort to raise awareness among civil
servants so as to provide an honest, efficient and effective. Concurrent with the Government have chosen
public service motto of "service to Country".
d) Effective delivery system, Customer Excellence work Culture, movement, Hari Q and the like.
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e) prize through the Prime Minister's quality Award for public sector annually valued at 30,000 to the
winner.
f) Lastly, in April 2006 introduced the system of project management and Program (PPP) aimed
at monitoring the implementation of important projects in RMK 9. This system enables the monitoring of
the status of implementation in real time (real time) to detect and address problems of
implementation faster. However today we find various weaknesses in the services and facilities provided
by the departments and public agencies continue to be heard. This service has not been able to meet the
needs and expectations of citizens as users.
Complaints from customers on the quality of service quality and facilities in organizational
culture always sounds good through the print media and electronic media, although the Government has
introduced various programmes of reform and quality improvement in service and facilities. Complaints
about the weakness of public service officially operated by the public complaints Bureau of
Malaysia. Annual report of the public complaints Bureau showed the body was investigating a total
of 2,786 complaints across the country all year 2004..
More than half (1218 cases) of 2,252 complaints was completed during the period is found to be true
and groundless. This shows the quality of services and facilities still exist weaknesses that need to be
repaired and improved immediately. Indirectly signaled that the practice of organizational culture in the
service quality and facilities has not been working properly. It is clear that the concept of change in
organizational culture required to run in tandem with changes in the quality of service and facilities itself.
Organizational culture instititions that exist in their own very unique compared to other organizations
because of the impact to Organization's institutional system and affects very deep direct its
members to work with better.
Therefore, this study aims to examine in detail about organizational culture factors adopted by teachers in
higher Institutions. A study conduted by Roni Ak Ah Hin (2000) and Edora Ismail(1998) have shown that
there is a positive relationship between organizational culture with job satisfaction among employees of
the company. In addition, the survey conducted by Renwick and Lawler (1978) in Roni Ak Ah Hin
(2000) on the editorial staff of the journal ' Psychology Today ' and review to the Malaysians; found that
organizational culture factors such as the relationship between employees and employers are well as the
opportunity to learn something is the satisfaction is most important. Furthermore the statement supported
by Jaafar Muhammad (1997)stating that there is a significant relationship between the culture of the
organization with individual job satisfaction when they are unable to customize personal needswith the
needs of culture the organization. In fact, this research will study the relationship with school organization
culture factors of job satisfaction among teachers. This is due to the arising issues say that most are not
satisfied with work as a result of the atmosphere of the school organization culture.
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At present, teachers often face a variety of problems in the vicinity of these and their
workplace (Kyriacou, 1980; Johnstone, 1989; Borg, 1990; Dunham, 1992). For example, For example,
the teaching profession increasingly challenging as the increase in daily tasks, the attitude of the teachers
themselves who do not understand about their duties in detail, the Office environment that
is uncomfortable, communication problems with colleagues and dissatisfaction against the administrator l
eadership style (Gray and Freeman, 1987). If sebigini is not given due attention, sure teachers would be
more depressed and unhappy with their own career.
Thus, this study will focus on the four factors in organizational culture schools identified by
the researchers either culture adopted the promise teacher job satisfaction in consistency. Involvement as
a whole and in the end is reconciliation. This will help the teacher especially in dealing with any
problems that arise while undergoing their work and also to increase the effectiveness of
the school as the best education instituti. Aware of the importance of organizational culture in
enhancing excellence in the quality of services and facilities, then the study would like to see what are
the factors that affect organizational culture among staff at the College of UNITAR, Kuala Lumpur.
Organizational culture is a concept that is spacious and has a range of different interpretations.
For Pettigrew (1979), organizational culture include symbols, language, ideology, beliefs and rituals that
needs to be followed by members of organization. While for a Deal and Kennedy (1982), organizational
culture is the values, beliefs, heroes, stories, rituals and ceremonies of the organization. For them, the
culture of the organization can act as informal rules system which becomes a guide to employees on
how they should conduct difficile. Denison (1990) organizational culture refers as values, beliefs and
principles underlying implied the organization management system. For Schein (1992), organizational
culture is a basic assumption that the pattern created, found or established by a
particular employee group in the Organization to learn how to deal with and adjust to the external
environment and the organization. Because the basic assumption formed can function properly, thus it is
considered valuable and accepted by the new Member as a right which can be followed (Schein, 1992).
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On the other hand, Hofstede (1991) viewed from the aspect of organizational culture,
namely cognitive thinking employees collectively number programmed, and allows employees of an
organization can be distinguished from other organization workers. In the meantime, Cooke and his
colleagues (Cooke & Rousseau, 1988; Cooke & Tang Swee Mei, Khulida Kirana Yahya and Lim Kong Teo
ng/Proceeding of ICECRS, 1 (2016).
Having established that organizational culture comprises a range of complex social phenomena, it is not
surprising that scholars have identified corporate culture as a multi-layered construct which can be
divided into layers according to these phenomenas observability and accessibility. Organizational culture
has been defined as patterns of shared values and beliefs over time which produces behavioral norms
that are adopted in solving problems (Owens 1987; Schein, 1990). The organizations internal
environment is represented by its culture and is construed by the assumptions and beliefs of the
managers and employees (Aycan et al., 1999). Organizational Culture manifested in beliefs and
assumptions, values, attitudes and behaviors of its members is a valuable source of firms competitive
advantage (Hall, 1993; Peteraf, 1993) since it shapes organizational procedures, unifies organizational
capabilities into a cohesive whole, provides solutions to the problems faced by the organization, and,
thereby, hindering or facilitating the organizations achievement of its goals (Yilmaz, 2008).
By expanding the discussion of organizational culture, Schein (1992) discuss the concept
of organizational culture by dividing into three layers, namely cultural artefacts, values, as
well as basic assumptions. This distribution based on the embodiment of cultural either be
seen physically or not. Artefacts of the cultural layer is the most clear and prominent and can be
seen physically. While values and beliefs, as well as basic assumptions is a layer of culture that does
not stand out physically, and difficulty to understand because both represent aspects that are not realized
in the thought of workers (Schein, 1992). A layer of basic assumptions underlying belief is organizational
culture. It forms the way employees view and make interpretation to the environment, and
affects employee behavior (Schein, 1992). Therefore, the basic assumptions that are shared can
help leaders and employees form a strong culture of received and supported by all members of the
organizational.
Literature review (Deal & Kennedy, 1982; Denison, 1990; Hofstede, Neuijen, Ohayv, & Sanders, 1990; Sc
hein, 1992), found the interpretation of the meaning of organizational culture by scholars is quite different
and depending on how the master of giving interpretation of the meaning of a phenomenon shared jointly
by a group of humans in a the organization. Therefore, distinguishing each definition organizational
culture by master is different emphasis on the context or layer in making interpretation of the meaning
of culture of the organization. Some cognitive aspectsstressed in the interpretation of the meaning of
culture as the basic assumptions, values, and ideology of collective thinking (Hofstede, 1980: Schein
1992). On other hand, some more emphasis on aspects of the culture of conspicuous i.e. artifacts and
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behaviour which is a manifestation of the cultural meaning or organization generally known as culture
(morms and behaviour), ( Cooke & Rousseau, 1998; Dickson, Aditya & Chhokar, 2000; Hofstede et al,
1990 Kotter & Heskett, 1992; Van den Berg & Wilderom, 2004). The difference in interpretation of the
meaning of the culture of the organization makes it difficult for studies in the field of organizational culture,
particularly the effort to make a comparison of findings between different researchers.
Meanwhile, Mahathir in a speech launching the Movement excellence work Culture on 27 November
1989 in turn highlighted "the quality of which is a situation excellent or very good but goodness iti not
limited or fixed at a particular level. It is not static and it moves all the time. Therefore,
when we achieve the quality we chase, we found there is no better quality than that we need to go
after. Thus, we do not berhabis-habisan, no limits and we have to pursue the quality all the time ".
According to Steven (1996), quality is the overall dimensions of the products or services that
can satisfy the needs or the needs of the user. This dimension involves the values of performance, safety,
trust, appropriate price, easy repairs and have aesthetic value. Lehtinen and Lehtinen (1982), are of the
opinion that the quality of services be produced once the existence of interactions between
the producers of products and services with the client.
W. Edward Deming, an expert on quality put the principle that quality is not only something that is able to
meet customers ' needs but also must always exceed the expectations of them. A product or
service is quality sekiaranya the client assumes the purchase they are berpatuatan, was loyal to the
products or services and call other people using the product or service.
Philip Crosby (1979) on the other hand stated that quality is an adaptation to the needs and
specifications. He also focused on quality control of traditional and acceptable quality limits. He
also explained that there are several important criteria to reduce burden and improve quality. Quality shall
be identified as something that comply with the requirements, the system causing quality is prevention but
not the assessment of work performance standards and shall be free from defects or zero defects.
Meanwhile, by the definition from the basic assumption by Schein (1984, 1992), the shared value is some
aware manifestation of the basic assumption. From the above analysis, though there still lack of
consistency of variables and definitions, the point of shared value would be a generally accepted belief
with the phase, according to James L. Garnett, Justin Marlowe, and Sanjay K. Pandey (2008).
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Organizational Culture manifested in beliefs and assumptions, values, attitudes and behaviors of its
members is a valuable source of firms competitive advantage (Hall, 1993; Peteraf, 1993) since it shapes
organizational procedures, unifies organizational capabilities into a cohesive whole, provides solutions to
the problems faced by the organization, and, thereby, hindering or facilitating the organizations
achievement of its goals (Yilmaz, 2008).
Study using SERVQUAL (Swan & Bowers, 1998; Caruana et. Al., 2000); Davies, Baron, Gear & Read, 19
99; Brysland & Curry, 2001) found there is a strong positive relationship between the quality of banking
services with a level of satisfaction of the bank. However, Rahendran and Sureshchandar, Anantharaman
(2002) considers the customer experience on the quality of services received actually depends on
experience ever traveled by the customer concerned. If the customer never received better service from
the other, then his experience against services he received will be lower and vice
versa. Therefore, researchers suggested that corporations who strive to improve the quality of service so
that not only focuses on improving customer satisfaction alone, on the other hand they also need to
improve the customer experience for the overall service with the attention to previous customers
experience variables.
There are also studies that show that the quality of services received is not able to predict the level of
satisfaction and it obtained in a study Kouthouris et. Al. (2005) against 287 persons involved in outdoor
activities such as kayaking, orienteering and archery in the Lake Plasteera, Greece. This study aims
to determine the extent of the SERVQUAL model capable of predicting customer satisfaction and the
desire to continue activities in the tourism industry of sports that is specified to the outdoor activities that
have been mentioned. Even if there are any findings by other studies, researchers have their
own reasons to explain this finding. According to him, the difference this finding due to unique
features found on the related outdoor activities as compared to other services. Therefore, researchers
suggested that special instruments to measure service quality related outdoor activities developed to
assess service quality related outdoor activities with more accurate. In conclusion, although many studies
have shown the existence of a positive relationship between service quality with customer
satisfaction, but further studies linked this respect particularly in services related to outdoor activities,
sports and recreation still need to continue to strengthen the findings by Kouthouris et. Al. (2005) the.
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In the context of sports in Malaysia, too little research about the relationship. The absence
of such studies makes it difficult for the management of sports facilities in Malaysia to provide the best
service in improving the quality of service provided to users of sports facilities. According
to Murray (2002), increase the understanding of the aspects of service quality will help service
providers in providing quality services with customer desire will lead to an increase in the level
of their satisfaction.
Increase the level of customer satisfaction is important because it can contribute to attitudes to
continue to engage in sporting activities (Brady & Robertson, 2001). This is because retention efforts in
the interest of doing sports and recreational activities can help the
Government toward maintaining and improving the health of Malaysians through sports and recreational
activities (national sports policy, 1998). In addition, this study also will be able to expand
the existing knowledge on the relationship between quality of service with customer satisfaction,
especially in the context of sports facilities services in our country.
A positive and strong culture can make an average individual perform and achieve brilliantly whereas a
negative and weak culture may demotivate an outstanding employee to underperform and end up with no
achievement. Therefore organizational culture has an active and direct role in performance management.
Murphy and Cleveland (1995) believe that research on culture will contribute to the understanding of
performance management. Magee (2002) contends that without considering the impact of organizational
culture, organizational practices such as performance management could be counterproductive because
the two are interdependent and change in one will impact the other.
Culture plays an important role in the organization. One of them in improving the organizational
performance. According to Brown(1998) the relevance of this because the structure, strategy and
implementation of the organization is shaped by a single belief and values that form the basis of
organizational culture.
In western countries, many studies have been conducted on organizational culture. As stated in some
literature (Ahmad 1998) Orelly iii and Tushman 1998, Nemeth 1997, Delbecg and Mills1985. However in
Malaysia the research in this area is still inappropriately although Malaysia has vastly impliment
organizational culture in universities. These areas an ever culture organization and organizational
performance for guaranteeing its position in the market.
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Hence the study sees the need for endurance organizational culture that can bring the improvement in
quality of service and facilities in university. Add more culture in Malaysia which may be different from the
culture of another country (Abdullah, 1996) especially the west emphasizing the need for organizational
empirical information acquired in addition the factors that help the organization in improving the
organizational performance needs to be reviewed to further enhance to the service quality and facilities in
university.
The objective of this study was to determine the influence of the school organization culture factors on the
quality of services and facilities at the University. The focus of this study include the factors of
University organization culture with quality service in the work of UNITAR, Kuala Lumpur including
setting vision, consistency, involvement and customization. The specific objective of this study is:
i. Identify the level of organizational culture of UNITAR, Kuala Lumpur in terms of mission, consistency,
involvement and customization.
II. identify cultural relations organization with quality services and facilities at UNITAR, Kuala Lumpur.
i. What is the level of organizational culture of UNITAR, Kuala Lumpur in terms of mission, consistency,
participation and reconciliation.
II. What are the organizational cultural differences exist in the quality of services and facilities at UNITAR,
Kuala Lumpur?
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CHAPTER 2
RESEARCH METHODOLOGY
Methodology study on chapter II discusses the methods used to achieve the objectives of the study. This
chapter will look at the detailed explanation on the results and findings of the study carried
out through questionnaires. The result of this exercise is analyzed to ensure that the objective of the
study specified in chapter I.
Yilmaz (2008) states that: Following Schien (1984) at the core of Denisons model are the underlying
beliefs and assumptions that represent the deepest levels of organizational culture. These fundamental
assumptions provide the foundation from which
(1) more surface-level cultural components such as values and observable artifacts symbols, heroes,
rituals, etc. are derived, and
(2) behavior and action spring (Denison, 2000). (p. 292) In Denisons model comparisons of
organizations based on relatively more surface-level values and their manifest practices are made.
Such values are deemed both more accessible than the assumptions and more reliable than the
artifacts (Denison, 2000 in Yilmaz, 2008). Denisons organizational culture model is based on four
cultural traits involvement, consistency, adaptability, and mission that have been shown in the literature
to have an influence on organizational performance (Denison, 1990; Denison & Mishra, 1995). The four
traits of organizational culture in Denisons framework are as follows:
Involvement: Effective organizations empower their people, build their organizations around teams,
and develop human capability at all levels (Lawler, 1996). Executives, managers, and employees are
committed to their work and feel that they own a piece of the organization. People at all levels feel that
they have at least some input into decisions that will affect their work and that their work is directly
connected to the goals of the organization.
Consistency: Organizations also tend to be effective because they have strong cultures that are
highly consistent, well coordinated, and well integrated. Behavior is rooted in a set of core values, and
leaders and followers are skilled at reaching agreement even when there are diverse points of view
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(Block, 1991). This type of consistency is a powerful source of stability and internal integration that
results from a common mindset and a high degree of conformity.
Adaptability: Ironically, organizations that are well integrated are often the most difficult ones to change.
Internal integration and external adaptation can often be at odds. Adaptable organizations are driven by
their customers, take risks and learn from their mistakes, and have capability and experience at creating
change (Nadler, 1998). They are continuously changing the system so that they are improving the
organizations collective abilities to provide value for their customers (Stalk, 1988).
Mission: Successful organizations have a clear sense of purpose and direction that defines
organizational goals and strategic objectives and expresses a vision of how the organization will look in
the future (Ohmae, 1982; Hamel & Prahalad, 1994). When an organizations underlying mission
changes, changes also occur in other aspects of the organizations culture.
2.2 QUESTIONNAIRE
The study consists of exploratory research designed to determine if organizational culture is associated
with quality of service and facilties. Primary data was collected with the help of questionnaire distributed
to 65 employees in KLUMC which included a mix of faculty members, staff members, section heads, and
heads of departments. 30 usable responses were received back.
Based on table 1, female Respondents more than male respondents, that is to say 12 men (40%)
and 18 females (60%) This reflects that incidentally, both respondents were almost equally within the
group study
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2.2.2 ANALYSIS LOCATION
Based on table 2, Public Institution less respondents from private institution, that is to say 11 public
Institution (40%) and 19 responden from private institution (60%). This reflects that incidentally, both
respondents were almost the same in group study. This is because most of the questionnaire given to the
respondent at the private Institution.
2.3 MEASURES
Two summated scales were created for hypothesis testing using the mean of each grouping of variables.
For the purpose of measuring organizational culture Denison (2000) Organizational Culture Survey
instrument which uses 60 items on a five point Likert scale with anchors strongly disagree (=1) to strongly
agree (=5) was used. This framework focuses on cultural traits of involvement, consistency, adaptability,
and mission. Some of the items included are for example: Most employees are highly involved in their
work, People work like they are part of a team, Ignoring core values will get you in trouble, People from
different parts of the organization share a common perspective, New and improved ways to do work are
continually adopted, We encourage direct contact with customers by our people, There is widespread
agreement about goals. Performance Management practices include specifying which goals to achieve,
allocating decision rights, and measuring and evaluating performance. An aggregate measure of PM
practices is developed which uses a 5-point Likert scale with anchors strongly disagree (=1) to strongly
agree (=5) by combining the following components. Clear and measurable goals based on scale
CLRMSG by Verbeeten, (2008).
3. FINDINGS
This section reports the results of the analysis of the questionnaire data have been administered on the
basis of procedures prescribed. The result of the analysis was carried out based on two research
question were constructed.
The findings for the determination of the Mission in UNITAR, Kuala Lumpur showed that, aspects of
the Mission (mean = 4.16, SP = 0.41), consistency and involment (mean = 4.08, SP = 0.46)
were at high levels. While aspects of reconciliation (mean = 3.96, SP = 0.46) on the other hand are high
at a moderate level.
This findings explains the organizational culture is very important in service quality and
facilities very dominated an organisation. However the University UNITAR, Kuala Lumpur managed
to capture aspects of adaption at score simple high. The mean total all items of
teaching creativity was 4.08 standard deviation value of 0.38 level interpretation mean high. This explains
that UNITAR, Kuala Lumpur is very dominate the implementation of organizational culture.
Conclusion these findings can be observed in table 2 below.
Organizational culture aspects of distribution, mean, standard deviation and Mean Interpretation
Organizational
culture Min SP Percentage
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Adapbility 3.96 0.46 Simple High 79.2
For answer the question studies 2, Pearson correlation test was used.
Correlations
AK AP
Value p= .000.
Because the p > 0.000 lower than the significance level a =. 05, then the nul hypothesis is
accepted. Pearson correlation test results are significant at the level of. 05. At 5% significance level, the
data provide evidence sufficient to conclude service quality and convenience with the culture of the
organization. Analysis using pearson correlation confficient test shows the quality of
service and facilities berkorelasi, r (31) = 0.611, p < 0.000 with the organizational culture. Therefore, the
data provide evidence sufficient to conclude service quality and convenience with the culture of the
organization.
4. CONCLUSION
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The research is mainly aimed to investigate the relationship between organizational culture and the
practices of quality service and facilities. Results show that adaptability and mission has significant
positive values. All the variables must be positive to get better results. Traditionally organizational culture
and design of human resource management practices such as performance management have been
studied independently for organizational success. The results of this study indicate that they are strongly
associated with each other and should be complimentary (Magee, 2002). Moreover the western
management models were also validated in the context of a developing country. Overall, there is a strong
view in the literature that organizational culture lead to increased quality service and facilities.
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