Publication: Örgüt kültüründe güç mesafesi ve liderlik ilişkisi
Abstract
ÖRGÜT KÜLTÜRÜNDE GÜÇ MESAFESİ VE LİDERLİK İLİŞKİSİ Değişimin hızlı yaşandığı günümüzde, örgütlerin bu hıza ayak uydurabilmeleri için sağlam bir temele sahip olmaları gerekmektedir. Sadece teknolojik anlamda değil sosyal ve örgütsel yaşamın her düzeyinde değişim yaşanmaktadır. Bu da örgüt için doğru yapılanmış bir yönetim tarzından ve kültürden geçmektedir. Bir örgütün başlangıçta sahip olduğu kültür çeşidi ve bunun örgütün faliyetlerine nasıl yansıdığı öğeler aracılığıyla ifade edilmektedir. Birçok örgütsel kültür tipolojisi veya modeli geliştirilmiştir. Bu modeller kültürler arasındaki farklılıklar hakkında bilgi vermekte, içerdikleri unsurlar, değişkenler ve örgütlerde uygulanabilirlikleri açısından farklılık göstermektedir. Kültür değişkeninin örgüt çalışmalarındaki yeri ise, genel olarak çeşitli ülkelerdeki örgütlerin işleyişini inceleme amacı taşımaktadır. Bu modeller içersinde yer alan Hofstede modeli, ulusal kültür özelliklerini belirlemeyi amaçlamıştır. Hofstede’nin modeli uluslararası yönetimde yaygın olarak kullanılmıştır. Hofstede, çeşitli ülkelerdeki IBM çalışanlarına yönelik tutum ve değerleri ölçen anketler uygulamıştır. Küreselleşen dünyada önem kazanan kültürel benzerlikleri ve farklılıkları ortaya koymak amacıyla 1980’de Hofstede’nin Türkiye de dâhil çeşitli ülkelerin IBM çalışanlarına uyguladığı anket çalışmasını günümüzde Türkiye’deki IBM çalışanlarına yönelik yapılan anket çalışması ile kıyaslama ve değerlendirmeyi kapsamaktadır. Bu çalışma örgüt kültürünün güç mesafesi boyutunun örgüt içerisindeki liderlik tarzları arasındaki ilişkisini incelemeyi amaçlamaktadır.
POWER DISTANCE AND LEADERSHİP RELATION IN ORGANIZATIONAL CULTURE Today, where fast changes are experienced, organizations must have a solid background in order to cope with this speed. Changes take place not only in technology but also at every level of social and organizational life. This requires a well-structured management style and culture. The type of culture an organization has at the beginning stage and how this culture is reflected to the organization’s activities are expressed by factors. Many organizational culture typologies or models have been developed. These models provide information about the differences between cultures and vary according to their contents, variables and applicability in organizations. The position of the culture variable in organizational studies generally aims to examine the working style of organizations in various countries. Hofstede’s model, which is among these models, aims to determine national cultural attributes. Hofstede’s model has been widely used in international management. Hofstede has made surveys measuring attitudes and values about IBM employees in various countries. With the purpose of presenting cultural similarities and differences gaining importance in the globalizing world, this study covers the evaluation and comparison of the survey made by Hofstede in 1980 with IBM employees in various countries including Turkey and the survey made with IBM employees in Turkey today. This study aims to examine the relationship between the leadership styles in the organization and power distance in organizational culture. When the relationship between the level of power distance in the organization and the leadership styles of senior managers was examined, it was understood that there is a significant relationship between the level of power distance in the organization and the business-oriented leadership styles of the top management.
POWER DISTANCE AND LEADERSHİP RELATION IN ORGANIZATIONAL CULTURE Today, where fast changes are experienced, organizations must have a solid background in order to cope with this speed. Changes take place not only in technology but also at every level of social and organizational life. This requires a well-structured management style and culture. The type of culture an organization has at the beginning stage and how this culture is reflected to the organization’s activities are expressed by factors. Many organizational culture typologies or models have been developed. These models provide information about the differences between cultures and vary according to their contents, variables and applicability in organizations. The position of the culture variable in organizational studies generally aims to examine the working style of organizations in various countries. Hofstede’s model, which is among these models, aims to determine national cultural attributes. Hofstede’s model has been widely used in international management. Hofstede has made surveys measuring attitudes and values about IBM employees in various countries. With the purpose of presenting cultural similarities and differences gaining importance in the globalizing world, this study covers the evaluation and comparison of the survey made by Hofstede in 1980 with IBM employees in various countries including Turkey and the survey made with IBM employees in Turkey today. This study aims to examine the relationship between the leadership styles in the organization and power distance in organizational culture. When the relationship between the level of power distance in the organization and the leadership styles of senior managers was examined, it was understood that there is a significant relationship between the level of power distance in the organization and the business-oriented leadership styles of the top management.