NDIKIMI I KULTURËS NË MENAXHIMIN ORGANIZACIONAL
CULTURE IMPACT IN ORGANIZATIONAL MANAGEMENT

Summary/Abstract: During the early years it was found that the culture at work has consistently been different across organizations, depending on how managers have installed these values. Therefore, managers are constantly interested in adapting work cultures to their enterprises adequately / various scientists have continuously worked to find the best possible to achieve the best results. Given the difficulty of observing and measuring the culture of the organization, the paper addresses the "visible" part, which includes organizational practices which are directly related to the quality and the "invisible" part, which in itself is the layer. More difficult to measure and analyze from a quantitative point of view as the assessments in this layer are of a psychometric nature. The first objective of this paper as widely accepted values as inherent in the quality of service of the organization in the ranks of employees of Enterprises. Consequently, this paper proposes for the first time an instrument of a quantitative nature (questionnaire) for primary research in the service of the organization, which is an important practical contribution to empirical research of this nature. The second objective of the paper is to explore the visible part of Quality Culture, through an analysis of the content of secondary data, relying on the International Enterprise Excellence Model. Thus, naturally, the methodology of this paper is mixed with the sequential transformative design where the data of the primary research (quantitative analysis) will be combined with those of the secondary research (qualitative analysis) through interpretation complementing the answer about the existence of Quality Culture in the enterprise service. The results regarding the first objective proved that the employees of the Enterprises think that there are two of the six values of the group of quality values such as ―Focus on processes‖ and ―Internal and external cooperation‖. While the four values respectively, ―Learning and Development‖, ―Access to Information‖, ―Open and transparent communication‖ and ―Empowerment‖ in the perception of the employees of the Enterprises taken in the study do not exist. In qualitative arguments in favor or disadvantage of Quality Culture in the service of the enterprise, it turned out that the practices of Material Resources are in favor of the quality of service.

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