اثر الثقافة التنظيمية في التغيير التنظيمي في القطاع المصرفي اليمني

Abstract

I Abstract This study aims to identify the impact of organizational culture on organizational changing in the sector of Yemeni banks during the period of 2009-2014, and the main problem for this study is "What is the effect of organizational culture in Yemeni banks in organizational changing". This study consists of five main hypothesis which are divided into the following: l. There is no statistically mark effect of organizational culture in strategic change. 2. There is no statistically mark effect of organizational culture in structural change. 3. There is no statistically mark effect of organizational culture change in the individual or human. 4. There is no statistically mark effect of organizational culture in technological change. 5. There is no statistically mark effect on the answers of the sample members about the impact of organizational culture on organizational change which for demographic variables and the functional as well. The researcher follows the descriptive analysis method, and for data collection purposes, he has designed a questionnaire which contains two main parts; the first one for variables demographic and functional for sample members (gender, age, qualification, career, experience, training), while the second one has (92) items to measure study variables. There are 361 questionnaires have distributed among 22 banks which represent 10 commercial and Islamic banks, 46% for Yemeni banking sector in three regions (Aden, Syoun, Alqaten), and (314) forms have been recovered, and (26) forms have removed for invalid and lack of information, and (288) forms have analyzed. the statistical program (SPSS)to analyze the data. and for that, we have reached to a number of the most important results 1- Theexistence of a relationshipmoralinfluence of organizational culture in all its dimensions (cognitive, administrative, organizational, human) in each of the strategic change, the change of human and individual, and technological change.

There are significant distinctions for the sample answers about organizational change variable due to sex variable, particularly males, while the test doesn’t have a significant differences in the answers of sample members about organizational culture variable goes to the sex variable. The lack of significant distinctions for the answers of sample members for organizational culture variable goes to (age, qualification, career, years of service ) . The lack of significant distinctions for the answers of sample members for organizational culture variable goes to (age, job, years of service, the number of training courses). moral distinctions about the variable of organizational culture, which date back to the property (the number of training sessions) between the two categories (four sessions over) and (one course) the differences in favor of the category (four sessions over). The moral differences answers respondents to the variable regulatory change, which date back to the property (qualification) between the two categories Bachelor and Diploma and the differences in favor of the category (BA). Thestudyconcluded witha number of recommendationsincluding:

study suggestsrestructuring thebanks, with the aim ofbuildingan organizational structurethat meetsthe values,beliefs andexpectationsofindividualsworkingin the bank, andtakes into account thenormsand standardsprevailingin the bank. instilla culture oftechnological knowledgein the banksthroughthe conveningseminars, conferences andworkshopsthat encourage theacquisition of technologicalknowledgeand deal with it, which leads touse themand to providetechnologicalservices to customers. Definition ofthe studystaffat the bankand the benefits ofthe objectives of theproposedchange,evenrumoredculturechangebank, which removes thedoubtsandfearofstafflosing their jobsonmaking a difference,and makes themtributaries ofihe successof thechange, the reasons fornotresisthim. . Banksshouldinvolveemployees indecisions takenabout thechange that, throughconsulted, and to involve themin the planningand evaluationofplansand practiceschange processes, which increases the workerstoaccept thechangeto create aculture of participationin theadoptionrather thanexclusivity.