Purpose: The purpose of this study is to evaluate the organizational culture in Islamic Azad university of Esfarayen. Method: This research is practical based on its purpose and according to its methodology and nature is descriptive and scaling. The statistical community of this research are 73 staffs and professors in Islamic accessible method. After accumulation just 33 questionnaires are filled and practiced. For accumulating data, the standard questionnaire of OCAI was used. Findings: The results of the research showed that there is a cultural intention by university to the marketing culture and hierarchy culture in the present status. Conclusion: Intending to increase the tribal culture and Adhocracy is in an ideal position which indicates that the university has a controlling system, hierarchy and a diligent and competitive leader in the present status. An image of the ideal culture indicates that the request of the staff to have more support and a more friendly atmosphere and emphasis on a more active environment in doing tasks and reinforcing dynamism and intelligent risk taking in the organization and paying more attention to the future.

In today's challenging world, understanding and assessing the organizational culture is essential to generating and sustaining movement toward corporate vision. Among different culture assessment methodologies, the "Organizational Culture Assessment Instrument (OCAI)" which is based on the Cameron and Quinn framework is utilized in this paper. Due to the subjectivity of judgments in the process of assessing the organizational culture the Grey Systems Theory is used. In fact this paper proposes the new methodology of "Grey Organizational Culture Assessment Instrument (GOCAI)" by combining the "Grey Systems Theory" and the OCAI. The procedure of GOCAI and the mathematical equations are also described in the paper. In order to show the performance of the proposed GOCAI, this tool is utilized to assess the current and the desired culture of the structure engineering and productivity department of National Iranian Oil Company.

Purpose: The purpose of this research is to examine the values and characteristics of organizational cultures using the framework of competitive values and drawing cultural profiles in general and by industry.Methodology: For this purpose, in order to measure the four quadrants of organizational culture, the approach of textual analysis and data related to 124 active companies in Tehran Stock Exchange, during a 10-year period from 2012 to 2022, has been used.Results: The findings indicated that the competition-oriented culture was predominant in the first position, followed by the control-oriented culture in the second position, shaping a wide range of organizational cultural frameworks. Additionally, the creation-oriented culture and collaboration-oriented culture were relatively consistent in the third and fourth positions, respectively.Conclusion: The results have shown that the existence of criteria such as competition, profitability and efficiency has caused organizational leaders to find tendencies towards the characteristics of competition-oriented culture. Also, according to the government structure, following the organizational and governance system has made the control-oriented culture highly acceptable. For this reason, the cultural quadrants of creation and collaboration, influenced by the cultural values of these two cultures, are placed at lower levels.

Organizational culture is one of the tools for measuring the function of organizations. Moreover, organizational decisions taken by a shift in organizational culture affects the functions of the organization and increases its effectiveness. The current research aims at identifying the desired organizational culture in the Islamic Republic of Iran Broadcasting (I. R. I. B) to provide strategies for cultural change. The research method is mixed. Evaluation indicators, components, aspects of organizational culture, and field threats and opportunities were identified by interviewing the media correspondents. Then these indicators were integrated with a tool for measuring organizational culture to identify the status of I. R. I. B. ’ s organizational culture in line with competitive values, levels of cultural dynamism and the six organizational features, in both existing and desirable situations. Subsequently strengths and weaknesses have been extracted. The statistical population of the research includes news, TV broadcast and planning fields. The research findings show that the dominant discourse in the current status of organizational culture in I. R. I. B. is hierarchical and cultural convergence is not observed in the levels of cultural dynamism and the six organizational features. While in a desirable situation, the emphasis should be placed on the characteristics of both progressive culture and market culture. Meanwhile, by using SWOT (strengths, weaknesses, opportunities, and threats) techniques, strategies in the areas of “ structure and planning” , “ content and message” , “ infrastructure and technical” , cyber space and human resources have been planned and suggested.

Background: In today's rapidly changing environment, recognition and evaluation of organizational culture, as an appropriate platform for organizational change, plays a key role in the successful implementation of organizational improvement programs. Purpose The purpose of the study was to provide a quantitative and qualitative approach to the pathology of organizational culture. Method: The research method was mixed (quantitative and qualitative) and the population of the study consists of two populations of the staff and experts of an active research institute in the field of defense. The population of the staff comprised of 175 people, by means of the Cochran formula, the sample size was determined to be 120 individuals. Lastly, based on the data of 111 returned questionnaires, the analysis was performed. Sampling method was chosen to be simple random. The sample size of the organization's experts comprised of 12 people whom were selected through random sampling and snowball sampling. In order to determine the gap between the current and optimum organizational culture, the organizational culture assessment instrument (OCAI) (quantitative section) in which its validity and reliability were confirmed by various researchers who have utilized it in their studies, was used and via the calculation of mean and variance, the existing and optimum status and the gap between them were investigated. Moreover, in order to determine the causes of the gaps, through conducting interviews and thematic analysis and software SQR NVivo10 (qualitative section) were utilized. Results: The results indicate that the highest gap was related to tribal and hierarchical quadrants. Through conducting interviews and thematic analysis, the causes of gaps and solutions to these gaps were presented. Conclusions: It is suggested that, in order to improve planning for construction of appropriate changes in the organizational culture, determination of gaps by means of quantitate methods and OCAI to be performed at first. In addition, identification of causes of gaps, and finding suitable solutions via conducting interviews and thematic analysis.

Background It has been widely acknowledged that change and constant modification is the key to survive for any organization among their rivals. Since success in implementing changes in the organization strongly depends on the organizational culture, this study aims to assess the organizational culture in Iran University of Medical Sciences. The results of this study can be beneficial in initiating a movement towards the third – and fourth generation of universities. Methods This study is descriptive-correlational. The Organizational Culture Assessment Instrument (OCAI) was employed to collect data. A questionnaire was sent to the faculty members via email, and the responses were collected and analyzed. Results Out of the 982 faculty members, 189 participated (20. 7%) in this study. Analysis showed that the organizational culture of the university is congruent and harmonious and in the current state, it is primarily hierarchical (31%) and market-oriented (28%) with emphasis on stability and control in the organization. Whereas, faculty members tend to move the organizational culture of the university towards adhocracy (30%) and clan culture (29%) Conclusion University administrators must strengthen the culture of innovation and creativity based on the needs of the market. This only can be achieved by supporting teamwork in their move towards desired change.

The present study aims to analyze the relationship between organizational culture and leadership styles among the deans of nine Iranian universities.Overall, 562 faculty members filled in the questionnaires on the organizational culture and the leadership style of 49 deans. Organizational Culture Assessment Instrument (OCAI), Management Skills Assessment Instrument (MSAI), and Organizational Leadership Assessment (OLA) were used as tools for data gathering. The statistical population of the study was chosen from seven similar faculties of nine universities, comprising 3839 faculty members. To avoid the risk of participation, the questionnaire was distributed among all faculty members.The results of the study suggest that there is a lack of congruence between the current and desired professional culture of the faculty members. The faculty members believe that they operate in a profession characterized by an overarching desire for stability, control, formal rules and policies, coordination and efficiency, and goal and results oriented. However, the respondents of this study indicated that their desired culture should be one that emphasizes flexibility, discretion, participation, human resource development, innovation, creativity, risk-taking, and a long-term emphasis on professional growth and the acquisition of new professional knowledge and skills. The statistical analyses indicated that the faculty members consider a manager as competent who enjoys leadership style and management skills based on adhocracy.

Background and Objectives: The purpose of this research is to investigate the type of organizational culture governing the public libraries of East Azarbaijan province and evaluate its relation with user satisfaction. Methodology: The present research is a descriptive-analytical method. Two tools have been used to collect the information needed in this research. Cameron & Quinn Organizational Culture Questionnaire: In this tool, the respondents of the questionnaire must use the allocation of definite numbers (zero to 100) to identify the four types of cultures in this model regarding the characteristics of the existing and desired culture of the organization. Respond. Organizational Culture Assessment Questionnaire (OCAI) has been widely used in many organizations since 1999 and its widespread results, model validity and organizational culture assessment tools used in this study. The evaluation of organizational culture by a questionnaire including 24 questions. User satisfaction questionnaire: The questionnaire included 11 questions about library equipment, 29 questions for public services (trust and reference and information), 6 questions related to special services, 15 resource questions, 5 questions related to publications and 7 questions related to the librarian's performance, which is a total of 73 questions and measures the satisfaction of library users from very low to very high. All questions in these sections are closed and based on the scale of a 5-value spectrum (Likert) of the option ("very high" to "very low"). In order to obtain the validity of the instrument, the experts' opinions were used so that the measuring instruments were sent to 15 experts from the field and their views were applied to the questionnaires. To measure the reliability of the measurement tools, the Cronbach's alpha formula was used to complete the 30 questionnaires from each population of the study population. Cronbach's alpha was estimated at 84%. Descriptive statistics (frequency, frequency, mean and standard deviation) were used to analyze the data. Inferential statistics including Mann-Whitney, Kruskal-Wallis tests, Pearson correlation were used to determine the significant differences. To do this, use the software SPSS Version 20 has been used. User satisfaction questionnaire: The questionnaire included 11 questions about library equipment, 29 questions for public services (trust and reference and information), 6 questions related to special services, 15 resource questions, 5 questions related to publications and 7 questions related to the librarian's performance, which is a total of 73 questions and measures the satisfaction of library users from very low to very high. Findings: To identify the organizational culture of the template in the public libraries of East Azarbaijan province (research question), use of Cameron and Quinn models Became Using a competing value framework, they defined four types of organizational culture: family culture (tribal, cooperative, or cooperative), specialist culture (adhocracy), market-based culture and hierarchical culture. Cameron and Quinn also introduced the "Organizational Culture Assessment Tool" that was used to measure, evaluate and identify the relative superiority of the four types of cultures in the organization. To assess each type of organizational culture in this tool, six general criteria are used as follows: organizational characteristics, organizational leadership, employee management, organizational integrity, emphasis and focus on organizational strategy and success criteria. The first hypothesis of the research investigates the desirable situation and the existing status of organizational culture among librarians of public libraries in East Azarbaijan province regarding the existence or absence of significant differences. Based on the results of the research, the result of the test showed that there is a significant difference between the desired situation and the existing status of organizational culture among librarians of the public libraries of the East Azarbaijan. Regarding the second hypothesis of the research, there is a relationship between the organizational cultures governing the public libraries of the East Azarbaijan province with the user’ s satisfaction. According to the research findings, Spearman correlation test with correlation coefficient of 0. 176 and significance of 0. 015 showed that there is a significant relationship between user satisfaction and type of organizational culture. Discussion: According to the results, librarians are more likely to be part of a group organizational culture. This kind of organizational culture (family) focuses on internal issues, but as stated above, freedom of action in values is more than stability and control. In this culture, organization management is through teamwork, partnership, and general agreement. In family culture, organization management is through teamwork, partnership, and general agreement. Teamwork communication and lack of hierarchy are the hallmarks of working units. More people are members of a family than members of a business organization, and this conclusion suggests that, according to librarians of public libraries, employees want to do things in a team and with a general agreement.