Diagnosing organizational cultures validating a model and method
Third is the capacity to restructure and re-institutionalize a set of behaviors and processes that allow the organization to adapt.
The results showed that the involvement and adaptability levels of the staff were 50.9 and 51.4%, respectively.
People at all levels feel that they have at least some input into decisions that will affect their work and feel that their work is directly connected to the goals of the organization.
This allows high involvement organizations to rely on informal, voluntary and implicit control systems, rather than formal, explicit, bureaucratic control systems.
Their success lies in their ability to adapt to the world outside of sport which is not achievable expected with flexibility of the staff and by increasing their capabilities .
Organizations hold a system of norms and beliefs that support the organization's capacity to receive, interpret and translate signals from its environment into internal behavioral changes that increase its chances for survival, growth and development [3, 4].
Search for diagnosing organizational cultures validating a model and method:
This paper builds on the framework developed by Denison and his colleagues [4, 5, 9, 12].