Designing and explaining a model for changing the organizational culture of educational offices with an organizational transformation approach

This study was conducted to design a model for changing the organizational culture of education departments with an organizational transformation approach.

The research method was mixed and the statistical population was qualitative 25 university and education specialists. The sampling method was purposeful in the qualitative part and stratified in the quantitative part with appropriate allocation. Delphi questionnaire (qualitative section) was used to collect data. The validity of the questionnaire was confirmed using face validity method and its reliability was confirmed using Cronbach's alpha coefficient. In order to analyze and qualitatively validate the organizational culture change model, the Delphi technique and quantitative validation of the confirmatory factor analysis method were used.

The results showed that the organizational culture change model includes 8 dimensions of creativity and innovation, organizational values, organizational solidarity, supervision and control, participatory orientation, organizational identity, transformation, management support and 27 components. The dimensions of control and supervision and participators were identified as the most important dimensions. The approved organizational transformation model includes 7 dimensions of mission, leadership style, human capital, organizational communication, organizational structure, information technology and reward system with 17 components. Also, the dimension of leadership style and components of leadership, transformational and internal reward were identified as the most important dimensions and components.

Based on the results, it can be said that this research, in addition to being very rich in theoretical support, will also help to develop the realm of cognition.