رابطه فرهنگ سازمانی در شهرداری و توانمندسازی ساکنین سکونتگاه های غیر رسمی شهر مشهد

فصلنامه علمی و پژوهشی پژوهش و برنامه ریزی شهری

مقاله 3، دوره 11، شماره 41، مرداد 1399، صفحه 37-52   

نوع مقاله: مقاله پژوهشی

نویسنده

رستم صابری فر^*

دانشیار گروه جغرافیا و برنامه ریزی شهری، دانشگاه پیام نور، تهران، ایران

تاریخ دریافت: 26 اردیبهشت 1398،  تاریخ بازنگری: 18 خرداد 1398،  تاریخ پذیرش: 26 مهر 1398 

چکیده

هدف کلی از انجام این پژوهش، بررسی وضعیت توانمندی ساکنین حاشیه­نشین مشهد و اثر فرهنگ سازمانی بر این روند بود. روش پژوهش توصیفی از نوع همبستگی و جامعه مورد بررسی 240 نفر از سکونتگاه­های غیررسمی و 120 نفر از پرسنل شهرداری بودند. برای گردآوری اطلاعات از دو پرسشنامه فرهنگ سازمانی دنیسون و توانمندی روانشناختی استفاده شد. داده­های گردآمده با استفاده از آمار توصیفی و استنباطی به خصوص رگرسیون و آزمون فریدمن تجزیه و تحلیل گردید. نتایج نشان داد که سطح توانمندی در بین ساکنین حدود 41/2 می­باشد. در بخش عوامل موثر بر ارتقای سطح توانمندی آزمون اول نشان داد که سطح معنی­داری 000/0 بوده و تی محاسبه شده 296/2 می­باشد، بنابراین، فرهنگ سازمانی نیروهای شهرداری در این امر نقش تعیین کننده­ای دارد. همین آزمون­ها نشان داد که 55 درصد از توانمندسازی ناشی از درگیرشدن در کار می­باشد. سوال بعدی آن بود که آیا نیروهای شهرداری امکان درگیرشدن در کار را برای ساکنین فراهم می­آورند؟ نتایج نشان داد که در سطح معنی­داری 011/0 و در صورت فراهم آمدن شرایط، توانمندی ساکنین بیشتر می­شود. همچنین ضریب تشخیص 047/0 محاسبه شد که نشان می­داد توانمندی ایجاد شده مربوط به سازگاری است. اطلاعات موجود تحلیل شده و مشخص شد در سطح معنی­داری 039/0، انطباق­پذیری بر توانمندسازی ساکنین اثرگذاراست. در آخر، نقش و جایگاه مولفه رسالت در فرهنگ سازمانی و نقش آن بر توانمندسازی بررسی شد. مطابق بررسی صورت­گرفته، سطح معنی­داری آزمون 000/0 محاسبه شد و نشان داد که این تاثیر مطرح می­باشد. از آنجا که میزان ضریب تشخیص نیز 130/0 به دست­آمد، مشخص­گردید که توانمندسازی حاصل، نتیجه مولفه رسالت در فرهنگ سازمانی است. به طورکلی، هرچه اعتقاد پرسنل شهرداری به درگیر­شدن، سازگاری، انطباق­پذیری و کیفیت رسالت بیشتر باشد، توان و قابلیت آنها برای توانمندسازی ساکنین بیشتر خواهد ­بود. در این روند، متغیر انطباق­پذیری بالاترین تاثیر و رسالت، کمترین نقش را بر عهده داشته ­است. در نتیجه، چنانچه مسئولین بپذیرند که ساکنین توان و تمایل تغییر امور را دارند، می­توان امیدوار بود که سطح توانمندی ساکنین به حد قابل قبولی افزایش پیدا نماید.

کلیدواژه‌ها

توانمندسازی؛ فرهنگ سازمانی؛ رسالت و انطباق پذیری؛ سکونتگاه های غیر رسمی؛ مشهد

عنوان مقاله [English]

The Relationship between Organizational Culture in the Municipality and Empowerment of Residents of Informal Accommodations (Case study: Mashhad city)

نویسندگان [English]

rostam saberifar

Associate Professor, Department of Geography and Urban Planning, Payame Noor University, Tehran, Iran

چکیده [English]

The general purpose of this study was to determine the status of residents' empowerment in marginal areas of Mashhad and the effect of organizational culture on this trend. The research method was descriptive-correlational and the population of the study consisted of 240 residents of informal accommodations in Mashhad as well as 120 officials and personnel of the municipality. Data were gathered using Denison's organizational culture questionnaire and psychological empowerment. The collected data were analyzed using descriptive and inferential statistics, especially regression and Friedman test. The results showed that the level of empowerment among residents was about 2.41. However, for empowerment, it is imperative that people are also part of the body of planning and implementation. Obviously, following such a comprehensive approach will not be free of challenge, because authorities often fear the transfer or division of power and refrain from providing information to people. Empowerment of the community is a dynamic and inclusive process. The main goal of the empowerment process is to make suitable changes in all dimensions and aspects of lives of individuals, families, groups, and social strata, so that by exploiting the satisfaction and desire of the people, their potential and hidden talents become under control and it is possible to improve their lives. As a result, if the authorities accept that residents have the power and willingness to change affairs, one could hope that the residents' empowerment would increase to an acceptable level.
Introduction: One of the ways to improve citizen participation and satisfaction is to empower citizens, especially in areas (informal accommodations) where economic, social and cultural conditions are not at an acceptable level. Partnership in this sense is a process based on mutual dialogue and citizens identify their residential place by acquiring identity through this dialogue. However, empowerment requires numerous contexts and prerequisites that are often overlooked by the municipality, and that is why empowerment projects have not been well-received. In fact, if citizens are to intervene in city affairs, a process should be in place for them to find the information and facilities needed for this partnership. The basic tools of this process are organizational culture and empowerment. Organizational culture consists of many dimensions and components, which emphasize on four aspects of engagement, adaptability, adaptability, and mission, according to Dennison. Therefore, the general purpose of this study was to determine the status of residents' empowerment in marginal areas of Mashhad and the effect of organizational culture on this trend.
Methodology: This research was practical regarding its objectives and descriptive-analytic regarding its methodology, which was performed through correlational procedures. Required data for research in the theoretical background and literature were obtained from the existing documents and library surveys, while filed information was collected using questionnaires completed by municipality staff (to determine the status of organizational culture) and residents of the slums (to determine their level of empowerment). The study population consisted of all residents of Mashhad settlements, which was about 922282 people according to the latest census. Accordingly, with a 5% error, the required sample size was considered to be 384. From the managers and executives, a number of 120 people were interviewed using convenience sampling method. Eight basic dimensions were used to determine empowerment, including goal clarity, morale, fairness, gratitude, teamwork, participation, communication, and a healthy environment. The collected data were analyzed using descriptive and inferential statistics, especially regression and Friedman test.
Results and discussion: The results showed that the level of empowerment among residents was about 2.41. Regarding the influencing factors on the level of empowerment, the first test indicated that the level of significance was 0.000 and the calculated t was 2.296; therefore, the organizational culture had a decisive role in this context. The same tests showed that 55% of the empowerment was due to the engagement in work. The next question was whether the municipality provides the residents with the possibility of engagement in work or not. The results indicated that at a significant level of 0.011 and in the case of access to required conditions, the empowerment of the residents would become more and more. Also, Coefficient of Determination was calculated to be 0.047, which indicates that the created empowerment is related to the adaptability. The existing information was analyzed and it was found that at the significance level of 0.039, adaptability was effective on empowerment of residents. Finally, the component of mission in the organizational culture and its contribution to empowerment were investigated. According to the findings, the significance level of the test was 0.000 and showed that the mission component in organizational culture and its role on empowerment could be considered. Since the coefficient of determination was also 0.130, it was found that the resulting empowerment was due to the mission component in the organizational culture. In general, the greater the belief of municipal personnel in engagement, adaptability, compliance, and quality of mission, the greater will be their ability and capability to empower residents. In this process, adaptability has had the highest and mission has had the lowest contribution. As a result, if the authorities accept that residents have the power and willingness to change affairs, one could hope that the residents' empowerment would increase to an acceptable level.
It can be concluded that organizational culture has been effective on empowering the residents. In addition, the results of Friedman test for each of the components of organizational culture indicate that adaptability dimension had the most impact and mission dimension had the least impact on empowerment of residents. This result is inconsistent with the findings of others showing that mission is at the forefront and adaptability is at the bottom. Perhaps one of the reasons is that previous research has been conducted in a law enforcement agency and in such organizations for security reasons, the mission dimension has a higher status and importance than adaptability.
Conclusion: However, the current study is conducted considering the municipality as a civic body. In organizations such as the municipality, the main effort is to determine what the people want and how to maximize public participation in city administration. In fact, the higher priority of adaptability in the municipality somehow emphasizes the attention to and emphasis on promoting satisfaction. However, in the military and law enforcement agencies, the balance between sovereignty and the people is considered as an important factor and when there is a conflict between the two, the influence of this sector on the people is exerted due to the role of the government in such organizations. The existence of elected bodies such as the City Council and the municipal authorities from 1983 onwards has had its own effects which cannot be denied. As stated in the Findings section, the reasons for this could be the emphasis of NGOs on the demands and satisfaction of customers and the dependence of the municipality on the residents in terms of its income and also the impact of the selected institutions in the desired organization. However, the reality is that actual and widespread public participation in city administration can address many of the shortcomings and increase the level of satisfaction to an acceptable level, because in the participation process, programs are adapted to the opinions and suggestions of residents and are therefore, developed in a more realistic way.

کلیدواژه‌ها [English]

Empowerment, Organizational Culture, mission and compliance, informal accommodations, Mashhad

مراجع

1. 1.       Abdollahi, B. (2005): Personnel Psychological Empowerment, Dimensions, and Validation Based on Structural Equation Modeling, Quarterly Journal of Research and Planning in Higher Education, No. 11, pp. 22-11.
2. 2.       Abtahi, S. H.& Abbasi, S. (2007): Empowering Personnel, Ministry of Energy, First Edition, Tehran.
3. 3.       Ali Abadi, V., Tailoring, M. & Movahedi, R. (2016): The Impact of Psychological Empowerment Components on the Employment of Agricultural Students Abo Ali Sina, Agricultural Education Management Research, No. 37, pp. 31-21.
4. 4.       Barbee, C. & Bott, V. (1991): Customer Treatment as a Mirror of Employee Treatment. Advanced Management Journal, Vol. 5, No. 1, pp. 27.-39.
5. 5.       Bowen, D.E & Lawler, E.E. (1995): Empowering Service Employees. Sloan management review, California Management Review, No. 33, pp. 83–100.
6. 6.       Chang, L.C. & C.H. Liu, (2008): Employee empowerment, innovative behavior and job productivity of public health nurses: A cross-sectional questionnaire survey. Int. J. Nurs. Stud., No. 45, pp: 1442-1448.
7. 7.       Cinderby, S., Haq, G. & Cambridge, H. (2016): Building community resilience: can everyone enjoy a good life? Local Environment, No. 21, pp. 1252–1270.
8. 8.       Cosla, C. (2009): Scottish Community Empowerment Action Plan, Scottish Government. Edinburgh, No. 11, pp. 1–69.
9. 9.       Cretney, R. & Bond, S. (2014): Bouncing back’ to capitalism? Grass-roots autonomous activism in shaping discourses of resilience and transformation following disaster, Resilience, No. 2, pp: 18–31.
10. 10.    Denison, Daniel (2000): Organizational culture: can it be a Key lever for Driving Organizational chang? International Institute for Management Development, No. 11, pp. 11-19.
11. 11.    Fisher, K. (1993): Leading Self-directed Work Teams: A Guide to Developing New Leadership Skills, McGraw Hill, New York.
12. 12.    Ghorbani, M. H. (2008): The Relationship between Adaptability and Organizational Participation in the Physical Education Organization of the Islamic Republic of Iran, Faculty of Physical Education, University of Tehran, Tehran.
13. 13.    Gorden, W. I. (1996): People Should Be as Important as Profits: From Enchantment to Empowerment, Vital Speeches of the Day, No. 15, pp. 285-288.
14. 14.    Hasanzadeh, M. (2004): Investigating the Impact of Organizational Culture on Employee Empowerment in one of the Companies, Tarbiat Modarres University, Tehran.
15. 15.    Hosseinian, S., Jafari, M., & Bahrami Nekou, M. (2010): Investigating the Impact of Organizational Culture on Empowering Police Detective Fateh, Law Enforcement and Security Journal, No. 3, pp. 57-33.
16. 16.    Makvandi, A. (2015): Modeling Empowerment of Chahar Mahal and Bakhtiari Governorate Staff and Subsidiary Governments in Horizon 1404, Payam Noor University of Delijan, Delijan.
17. 17.    Mathieu, J. E. & Zajac, D.M. (1990): A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment, Psychological Bulletin, No. 108, pp. 171-194.
18. 18.    Melhem, Y. (2004): The antecedents of customer-contact employee’s empowerment, Employee Relation, proquest psychology journals, No. 26, pp. 1-12.
19. 19.    Menon, S.T. (2001): Employee empowerment: an integrative psychological approach, Applied Psychology: An International Review, No. 1, pp.153-154.
20. 20.    Mishra, A. K. (1992), Organizational response of crisis: the role ofmutual trust and top management teams, university of Michigan, Michigan.
21. 21.    Piran, P. (2008): From Informal Settlement to Rare Housing, Haft Shar, No. 23 and 24, pp. 14-29.
22. 22.    Rahnavard, F. & Hosseini, N. (2008): Factors Affecting Women's Empowerment, Research, No. 1, pp. 118-105.
23. 23.    Revell, P. & Dinnies, E. (2018): Community resilience and narratives of community empowerment in Scotland, Community Development Journal, No. 10, pp. 1-19.
24. 24.    Reza Zadeh, S. M & Fani, Z. (2016): Spatial Analysis of Religious Institutions' Performance in Empowerment and Poverty Reduction in Urban Neighborhoods, Case Study of District one of Tehran, Geographic Space Statistics, No. 22, pp. 174-155.
25. 25.    Robbins, P., Susan; C., Pranab, D. & Canada, E. (2005): Contemporary Human Behavior Theory; a Critical Perspective forSocial Work, LTY, Loddon.
26. 26.    Roshan, N., Novinpour, H. & Alhani, F. (2014): The Effect of a Family-Centered Empowerment Model on Quality of Life of Mothers with Cancer Sick Children, Nursing Education, No. 3, pp. 40-27.
27. 27.    Rothstein, L.R. (1995): The Empowerment Effort that Came Undone, Harvard Business Review, January-February, No. 3, pp: 20-31.
28. 28.    Saberifar, R. & Khazaei, A. (2015): Satisfaction Assessment of Residential Environment in Sensitive Areas (Case Study of Ferdows in the Desert), Geographical Exploration of Arid Areas, No. 2, pp. 47-72.
29. 29.    Sabrifar, R. (2012): A Look at Demographic Indicators of Informal Settlements and their Role in Social Instability, Case Study of Birjand Informal Settlements, Military Khorasan University of Medical Sciences, No. 2, pp. 83-64.
30. 30.    Sabrifar, R. (2016): The Evolution of Urban Management by Strengthening the Relationship between Culture and Organizational Intelligence in Municipality (Case Study of Mashhad Municipality), Geography and Development, No. 49, pp. 128-117.
31. 31.    Sarvar, R. & Rosta, M. (2017): Principles and Basics of Empowering Neighborhoods for Urban Reconstruction and Rehabilitation Programs (Informal Settlements of Worn-out Tissue), Islamic Azad University, Rey Branch, Tehran.
32. 32.    Sassen, S. (2017): Sociology of Globalization, translation by Dabir Moghaddam, Farid, Cheshme Publications, Tehran.
33. 33.    Sen, A. C. (2003): Development as Freedom, Translation by Vahid Mahmoudi, University of Tehran, Tehran.
34. 34.    Shucksmith, Mark (2003): House building in Britain's Countryside, Rutledge, London and New York.
35. 35.    Spreitzer, G. M. (1996): Psychological Empowerment in the Workplace: Dimensions, Measurment and Validation, Academy of Management Journal, No. 5, pp. 22-38.
36. 36.    Thomas, K. (1990): Cognitive Elements of Empowerment:  An interpretive Model of intrinsictask motiwating Review, Proquest psycology journal, No. 4, pp. 15-28.
37. 37.    Zali, N., Rahmati, Y. & Chareh, N. (2015): Evaluate and Critiqe of the Reorganization Plan and Empowerment of Informal Settlements Shiraz Case Study Mahdiabad, Research and Urban Planning, No. 23, pp. 115-132.
38. 38.    Zanganeh, Y., Hosseinabadi, S., Roshandel, T. & Nabipour, R. (2014): The Impact of Spatial Affiliation and Social Capital on Participatory Improvement of Old Neighborhoods: Sardeh Sabzevar Neighborhood, Research and Urban Planning, No. 19, pp. 128-111.