Identifying the organizational culture based on Cameron and Quinn model (Case study: headquarters of Red Crescent society)

Organizational culture is shaped by the organizational character therefore organizations can be identified in terms of their culture. Thus, a coherent culture with the goals and mission of the organization increases the efficiency and effectiveness of the organization. However, this study aims to detrmine the organizational culture of Red Crescent society.
In this applicable and descriptive survey, all headquarter’s experts of Red Crescent society (about 250) were studied and about130 persons were selected by using simple random sampling. Data gathered based on standard questionnaire of Cameron and Quinn. Experts and scholars confirmed the content validity and reliability (0/89). For data analysis, descriptive statistics and Kolmogorov-Smirnov, Leven, means comparison, ANOVA and Tukey were used.
Findings: The findings showed that culture market (competitive) achieved the highest mean score (2/78). Also, a significant difference was obsereved between the existing and desired organizational culture (16/317) based on paired t-test or dependent results (sig=0/05). Comparison of means represented the significant difference between average organizational culture and employment status of employees and also the significant levels for gender, education, employment status and work experience were 0/904, 0/678, 0/147 and 0/001 respectively.
According to the results, a significant difference between the existing and desired organizational culture is observed. Also, items such as competitive culture, hierarchical culture, clan culture and specific cultural democracy in order of preference are bases for headquarters of the Society. In addition, further researches is needed to determine the current status of the organizational culture in other parts of the Society.