Organizacijos kultūros tyrimas reorganizacijos kontekste Vilniaus statybos ir dizaino kolegijos pavyzdžiu

Each organizational culture includes wholeness of its regulations, values that influence(s) realizations of purposes and problem solving. Higher school culture must cater for all modern social needs and not disturb reason able suggestions or desirable changes. Higher school authorities should know their organizational culture, rules and values predominating in the teaching staff and use them seeking for corporation aims. Settled type of organizational culture may help to form its image in the society. There are some papers analyzing corporation culture and some authors among them deal with educational organizational culture; never the less the non-university culture of higher educational institution is still slightly studied. The research of recently emerged higher educational institution could help to find development reserves and enter completions. The objective of our research was to examine the organizational culture of Vilnius construction and design college in the context of reorganization and to preset suggestions how to perfect an institutional activity. At the beginning of the research these tasks were put forward: 1) to analyze theoretical aspects of organizational culture; 2) to analyze features of higher non-university educational institutions; 3) on the basis of enquiry to reveal staff’s outlooks on the organizational culture in Vilnius construction and design college; 4) to do and present recommendations for directional work of the corporation. Organizational culture of Vilnius construction and design college was chosen as a research object and the attitude of the college staff to the organizational culture as the research subject; the hypothesis was raised that standards (norms) of organizational culture are in the college that college staff feel themselves possessing all authority members of the community and college employees were ready for institutional reorganization. Selected methods for the research were both theoretical (analysis of today’s literature on the near problem) and empirical 9questionaires, conversations, monitoring situations), analysis of quality and quantity data). Having studied the books and articles on the problem in became clear that the most important elements in organizational culture are: philosophy, values, convictions, traditions, history, heroes and their reflected culture. Organizational culture is divided into some levels: in is often not homogeneous and consists of several subcultures which are compiled form various collections of values, cultural forms, character of manifestation and other. The results of the research of development and features of higher non-university educational institutions proved that non-university higher schools originated in Lithuania because of economical changes and the needs of new highly-skilled specialists. Most of the colleges shaped themselves on the basis of previous special technical secondary school. The mission of the college is to train highly – skilled specialists for concrete area of works. College activity is regulated by the Law of higher education. Human recourses correspond to the college mission and its goals, but there are problems, which are characteristic for all those colleges; that is deficiency of experienced teachers and young qualified specialists, shortage of motivation to teach, low reward for work. On the basis of done research in Vilnius construction and design college in was stated that organizational culture is not enough formed and durable, it consists of faculty subcultures. This college organization organizational culture is possible to put into the group of role culture with cultural elements of tasks and personalities. With the objective to raise organizational culture it is of great importance to create common values and norms which must be applied to the College as a unit. It is of great importance to motivate personal cooperation of the staff as well as of the faculties while working for the out projects and group work activities. To develop tolerance and loyalty the or of the staff as well as domestic feeling. To develop new traditions for the organization cherishing old ones.