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100			_e _e _aHocson, Teresita I. _d _b4 _u _c0 _q16
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245		0	_a _aThe organizational culture of San Juan de Dios Educational Foundation, Incorporated : _d _ban analysis / _n _cTeresita I. Hocson. _h6 _p
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300			_e _e _c28 cm. _axxviii, 203 pages _b
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336			_b _atext _2rdacontent
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500			_a _aThesis (Ph.D.) -- Pamantasan ng Lungsod ng Maynila, 1997.;A dissertation presented to the faculty of Graduate School of Arts, Sciences and Education in partial fulfillment of the requirements for the degree Doctor of Education major in Educational Administration. _d _b _c56
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520			_b _b _c _aABSTRACT: This research is a descriptive survey of the organizational culture of San Juan de Dios Educational Foundation, Incorporated (SJDEFI). The questionnaire, interview schedule and observation were the main tools for data gathering and the study sample consisted of 201 personnel from the College and Hospital Departments. The research questions were as follows: 1. What is the socio-demographic profile of the administrators, faculty and non-teaching personnel of SJDEFI? 2. How do the SJDEFI personnel perceive the organizational culture in terms of the following dimensions: 2.1 overall analysis; 2.2 organizational communications; 2.3 management team evaluation; 2.4 organizational relations; 2.5 organizational change; 2.6 group work assessment; and 2.7 leadership and management approaches? 3. Is there a relationship between the socio-demographic characteristics of the SJDEFI members and the dimensions of organizational culture? 4. What measures can be recommended to strengthen the organizational culture of the SJDEFI? SUMMARY OF FINDINGS: The following were the main findings of the study: PROFILE OF THE RESPONDENTS: 1. The demographic profile of the respondents showed that majority was in the 20-25 years old range, 78% are female, and 62% are single. 2. The employment profile of the respondents showed that 97.14% are employed full-time and mostly 1 to 2 years with SJDEFI and with nurses comprising more than 75% of the respondents. 3. The educational profile of the respondents showed that, despite of the fact that SJDEFI is a tertiary educational institution, only 1.42% is M.A. degree holders. ORGANIZATIONAL CULTURE OF SJDEFI AS PERCEIVED BY THE RESPONDENTS OVERALL ANALYSIS: 4. In terms of overall analysis, the SJDEFI was perceived by the respondents to provide satisfactory services and opportunities for managers and supervisors in all levels to participate in setting institutional goals and objectives. However, personnel's participation in the management process was perceived to be minimal. 5. The females have better perception on overall analysis than the males. ORGANIZATIONAL COMMUNICATION 6. Communication between department heads and subordinates was rated satisfactory. However, this was perceived to be basically one-way and downward, i.e., from managers to subordinates. 7. Those who have permanent appointment have good perceptions on organizational communication compared to relievers, casuals and probationers. MANAGEMENT TEAM EVALUATION 8. Managerial support, rewards and recognition to high achievers and deserving personnel obtained a low weighted mean. Similarly, perceptions on fair and just treatment of employees by managers were rated low. Competence was not the main evaluative criterion of performance in the promotion of employees. ORGANIZATIONAL RELATIONS 9. Equal employment opportunities, affirmative action, and consistency of organizational policies and procedures obtained low means. Employee disagreement on some administrative directives were noted. 10. Female have a more favorable perception of the organizational relations of SJDEFI than the males. ORGANIZATIONAL CHANGE 11. Management does not seek adequate input from personnel for changes that affect them or for those they are to implement. GROUP WORK ASSESSMENT 12. The most distinguishing quality of the administrators is their emphasis on cooperation. LEADERSHIP AND MANAGEMENT APPROACHES 13. Management was perceived to be proactive in the development and implementation of strategies to improve the operations of the SJDEFI. However, those in the administrative level lacked the qualities of being change-makers and change-reactors. SOCIO-DEMOGRAPHIC CHARACTERSITICS AND THE DIMENSIONS OF ORGANIZATIONAL CULTURE 14. Significant correlations between organizational culture dimensions and demographic variables were as follows: a. Sex and nature of appointment were two variables significantly correlated to overall analysis; b. Civil status and Status of appointment were significantly correlated to organizational communication; c. Sex and civil status were significantly correlated to management team evaluation; d. Age was the only variable with a significant correlation to organizational relations; and e. Nature of employment was the only variable significantly correlated to organizational change. 15. Given the findings of the correlational analysis, the regressional analysis subsequently conducted to determine predictor variables for organizational culture dimensions revealed the following: a. Organizational dimensions that could be used as predictors for overall analysis were organizational communication and management team evaluation; b. Four demographic variables were determined to be possible predictors of overall analysis. These were sex, nature of appointment, length of service and department; c. Predictors variables for organizational communication were sex, civil status and length of service; d. Management team evaluation can be predicted using sex and civil status; e. Organizational relations could be determined by sex; and f. Organizational change can be determined by nature of employment. CONCLUSIONS: Based on the above findings, the following conclusions are drawn: 1. The personnel of SJDEFI are generally young, females, single, college graduates, permanent in status, and employed full-time. 2. The faculty members are only occupying instructor level positions. 3. The SJDEFI provides satisfactory services to its clientele. 4. The organizational culture of SJDEFI is centralized and the flow of communication is largely downward. 5. Sex and nature of appointment have statistically significant relationship with overall analysis. 6. Civil status and the nature of appointment are significantly correlated to organizational communication. 7. Sex, civil status and appointment, have statistically significant relationship with management team evaluation. The other six namely: age, degree, length of service, nature of employment, position and department have no significant relationship. _u
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