Change Management in Organizational Cultures, Case Study in University and Covid-19 Example

          Organizational culture expresses common values, beliefs and ideas of the members of the organization. When The founder or founder groups, will take the first step of the organization's establishment and its culture, the employees and the external environment also contribute to the formation of the organizational culture. When the organization is considered as an individual, the concept of culture for the organization is equivalent to the character of the organization. As every person has a unique character of his own, organizations also have their own character, like individuals. Some questions need to be answered to better explain the concept of organizational culture. For example, how is organizational culture preserved? In other words, if the organization consists of individuals, can new individuals change the character of the aforementioned organization? The answer will be 'they cannot change it'. Because, the people who will join the organization, know what they will encounter and what part of a structure they will have while having information and ideas about the organization before entering the organization. They adapt to the organizational culture and organizational traditions previously determined by the founders. In addition, the culture of the organization is conveyed to the individual at every opportunity and made to feel through compromise. This activity can be done consciously or unconsciously. An example of this situation is the role management put forward by Karl Marx. According to Marx, the individual plays the roles expected from him within the organization, and when the individual plays these roles well, the harmony between the individual and the organization will gradually increase. By looking at all this, it can be said that; Organizational culture during the decision-making in organizations, which draws a framework for the employees and guides the organizational structure, ensures coordination by gathering employees around common goals, facilitates the executive function by helping mobilize the workforce for these purposes, and shapes the employee behavior (Leibowitz, Farren and Kaye, 1986: 47) is an important factor affecting decisions on human resource management practices (Hayton & Macchitella, 2013: 14). Because, the organizational culture represents the question how things are done here. (Cameron and Quinn, 2006: 16; Lumpkin, 2014: 3). Another point is that, the main purpose, of the orientation phase of the organization what tries to help newcomers get an idea about the value judgments, belief systems, norms and principles of the business through the socialization process (Okakın, 2009: 4), is to explain organizational cultures as stated in the definition. All these situations show that the definition of organizational cultures has gained great importance both in the field of human resources and in protecting the existing efficient systems of organizations. 

Some Types of Organizational Cultures 

1. Power Culture: People who have authority in this culture are dominant, others try to fulfill their expectations. It is the type of organization or culture in which power and control are central. This culture is defined as a type of culture based on sovereignty and benefit. Those who retain the power of the organization reign over others. The main feature that characterizes these organizations is constant power and interest studies. This culture is characterized as a type of culture mostly seen in organizations managed by traditional management approach. Organizations with this type of organizational culture react quickly to dangers. Organizations with this type of organizational culture may show more success as long as the organization employees are power oriented (Yılmaz, 2010: 39). 

2. Role Culture: It is a type of culture where bureaucratic features and principles are at the forefront and in this culture, issues such as rationality, rules, hierarchy, role, status, authority, responsibility are given importance. Expertise and organizational functions are the source of power. All of the jobs and roles are given importance in the organization. The source of power comes from the authority. Emphasis is placed on choosing a man by job. In such organizations, solutions are indicated even when you are faced with a problem. The organization is under control by the rules determined by top management. It is expected that each unit will do its part, in this culture, standardization is dominant in job sharing (Oğulluk, 2010: 42). 

3. Task Culture: The main principle point in this culture is organizational goals and the organizations that this culture dominates are defined as business or task centered organizations. What is important in the organization is the realization of the organizational goals and doing the works. Everything in the organization is evaluated in proportion to its purpose. Therefore, it is essential to organize and change organizational structure, roles and processes in order to achieve organizational goals. This model best expresses that various parts of the organization focus on a particular problem and concentrate at that point. The only thing needed to adapt to the group within the organization can be stated as talent, creativity and sensitive intuition (Özcan, 2011: 39). 

4. Supportive Culture: It focuses on harmonious relationships with a large family and human values. In this sense; supportive cultures are characterized by having a warm family environment that employees can learn from each other, being collaborative and relationship oriented (Wallach, 1983: 33). In supportive cultures, especially leaders and employees trust each other, which in a way has bi-directional communication and sincere feedback, employees know where they stand against each other and their jobs, thus, they do not spend their efforts to worry and wonder, and managers feel responsible for developing their employees (Leibowitz et al., 1986: 48). Institutions included in this type of culture aim to assist their employees in their future plans (career planning, development, getting more wages etc.) by creating all kinds of opportunities and environments (Soysal, 2006: 9). In the literature, the hypothesis that, the type of supportive organizational culture positively affects career management practices, (Gün et al., 2017) has been accepted. In addition, the supporting cultures have created all kinds of opportunities and environments especially for their employees (career planning, development, higher wages) (Soysal, 2006: 9). Therefore, supportive culture will be used in the university case study.

Organizational Culture at Universities 

          It is possible to define organizational culture at university level as written or unwritten values and beliefs of university stakeholders (faculty members, students, administrators, support staff) (Bartell, 2003, p. 54). University culture consists mainly of three sources: beliefs, values and assumptions of the founders of the organization. In this context, it can be said that values, beliefs and assumptions are the most influential factors in the decision making process in universities (Cameron and Freeman, 1991, p. 27). Finally, organizational culture plays an important role in universities. Because, universities with strong organizational culture increase productivity and coordination become easier (Iplikci et al., 2014). Considering all these, the 'university' organization representing qualified information production will be used as an example in case study. The organizational change process of a university facing the Covid-19 outbreak will be examined. The name of the imaginary university that will be the subject of the case study will be "Akademia", which was founded in the 4th century BC by the Ancient Greek philosopher Plato, the first institution that forms the basis for today's universities. 

Case Study

          "Akademia" University, which I am the founder of, is a university that has adopted and implemented a supportive organizational culture. The interaction between our stakeholders is very strong as we focus on human relationships that are suitable for a large family and human values. Because our collaborative working structure requires a warm family atmosphere. So much so that in this family, leaders and employees trust each other, not worry about the continuity of their work. Managers feel responsible for the personal and professional development of their employees, including themselves. Because the main purpose of this university is to increase the production of qualified information and to ensure human development. All opportunities are pursued and used at 'Akademia' University. The University also tries to assist its stakeholders in career planning and wages. All these conditions explain the supportive culture adopted by the organization. The University have adopted a supportive culture on the occasion of the founding leaders of Akademia University, as human development is provided, intellectual capacities are increased and quality production should be the center. 

          The Covid-19, which has become a pandemic, has a bad impact on the world, and has also negatively affected Akademia University. Because, in Turkey where the university is located, face to face training has been suspended to protect people from the virus and people are restricted based on staying home, to prevent spreading of the virus. Together with all these conditions, face-to-face education at Akademia University has been terminated. After the pandemic outbreak and the decisions taken, some problems await the university. 

• The University does not find it appropriate to interrupt scientific studies and education. Because if there is a crisis in any environment, the solution of this will come with scientific studies and education. So education should take place even if it is not face to face. 
• Since Akademia adopts a supportive organizational culture, interaction among its stakeholders is very strong. Therefore, it should be ensured that the communication between stakeholders remains at the maximum level and the collaborationist working order should be maintained, but the prohibition of face to face training makes this situation difficult.
• Personal development of stakeholders should continue, so all resources should be used accordingly. The correct selection and applicability of the resources should be made correctly.
• Income and expense balance should be maintained and financial balance should be considered. The problems experienced because of the outbreak, in transferring financial resources to stakeholders, should be minimized. 
• At the university, stakeholders should be adapted to the changes caused by the epidemic. 

These are the points to be considered in Akademia University, which has adopted supportive culture. The solution of these situations should also come in line with the culture they adopt. 

          In order to manage this change process faced by the university, holding meetings with representatives from the administrative staff and stakeholders, making decisions with a 'common mind' will enable the crisis management to be carried out efficiently. Because in organizations, change takes place with several people first, and there must be a leader responsible for the organization. This leader will also be a guide in the change process. The success of change comes with the provision of a new vision that can enable the change of the organization and its acceptance by all members of the organization. Therefore, the leader should be able to set a new vision as a requirement of his leadership role. The transformational leader should also be able to explain this change clearly. The vision should be shared by other members of the organization and the unity of the target should be ensured. It is as important as creating a vision. Short-term gains and losses should be analyzed well because the change process should be as efficient as the change. In line with these issues that depend on the management of the exchange, the following can be said for Akademia University: 

• A management group should be created to manage the change process and where stakeholder representatives also express their opinions. The leader should lead this group.
• Education should definitely continue 'online' on the internet, because face-to-face education cannot be made at the university and everyone should stay at home. The change process takes place in this production area, where the first activities take place. Since production will ensure the continuity of the organization, informations should be provided to ensure that stakeholders adapt to this change process in a short time.
• As the interaction within the organization is strong, necessary information should be provided on technology and guidance should be provided to stakeholders to ensure that communication channels are open.
• Necessary information should be provided to all stakeholders to continue their personal development, using all technological opportunities.
• The organization should immediately switch to savings and avoid unnecessary expenses so that the stakeholders do not have any problems in their financial situation, so that payments can be made without interruption. 

All these solutions I offer regarding the change process show that two important elements in the process of change of the organization are communication and technology in the face of a pandemic. When these 2 elements are used correctly, and above all, when the management group, which I call "the common mind", which can manage the process, is created, the change process will take place efficiently, with a new vision. With these solutions, Akademia University will keep the process under its control from the very beginning and will adapt all members of the organization to this change process. 

Çağatay Çağlayan

References

Bartell, M. (2003). Internationalization of Universities: A University Culture- Based Framework,Journal of Higher Education, 45: 43-70. 

Cameron, K. S., & Quinn, E. R. (2006). Diagnosing and changing organizational culture. Revised Edition, San Fransisco: Jossey-Bass. 

GÜN, G., & DERİN, N. (2017). ÖRGÜT KÜLTÜRÜ TİPLERİNİN KARİYER YÖNETİM UYGULAMALARINA ETKİSİ: OTEL İŞLETMELERİNDE ARAŞTIRMA. Journal of Social Sciences/Sosyal Bilimler Dergisi, (25). 

Hayton, J. & Macchitella, U. (2013). “HRM Organizational Culture and Entrepreneurial Capabilities: The role of Individual and Collective Knowledge Processes.” ERC Research Paper. No. 5, June. 

İplikçi, F. N., & Topsakal, Y. (2014). Üniversitelerde örgüt kültürünü belirleyen ve etkileyen boyutlar: Ampirik bir çalışma. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 23(2), 47-60. 

Leibowitz, Z. B., Farren, C. & Kaye, B. L. (1986). Designing career development systems. First Edition, San Francisco: Jossey-Bass.  

Oğulluk, H. (2010). Ortaöğretim kurumlarında örgüt kültürü (Tokat ili örneği) (Master's thesis, Gaziosmanpaşa Üniversitesi, Sosyal Bilimleri Enstitüsü). 

Okakın, N. (2009). Çalışma Yaşamında İnsan Kaynakları Yönetimi, İstanbul: Beta Yayınevi. 

Özcan, B. (2011). Örgüt kültürü ve örgütsel bağlılık ilişkisi: Bankacılık sektöründe bir araştırma (Master's thesis). 

Soysal, A. (2006). Kariyer yönetiminde yeni strateji arayışları: türkiye ölçeğinde bir değerlendirme. Çimento İşveren, 4-24. 

Yılmaz, P. (2010). Örgüt kültürü ve finans sektöründe bir uygulama (Doctoral dissertation, Bahçeşehir Üniversitesi Sosyal Bilimler Enstitüsü). 

Wallach, E. J. (1983). Individuals and organizations: The cultural match. Training & Development Journal.