the Relationship Between Organizational Culture And Organizational Entrepreneurship Among the Experts of the Ministry of Sport And Youth of Iran

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1 International Journal of Scientific Research in Knowledge, 2(Special Issue), pp , 2014 Available online at ISSN: ; 2014 Author(s) retain the copyright of this article the Relationship Between Organizational Culture And Organizational Entrepreneurship Among the Experts of the Ministry of Sport And Youth of Iran Mehdi Rastegari 1 *, Gholamhasan Jafarzadeh 2, Abdulrasoul Roosta 3, Ali Hadaegh Meymandi 4 1 Department of Physical Education, Firoozabad branch, meymand center, Islamic Azad University, Meymand, Iran 2 Faculty Member Of Behbahan Khatam Alanbia University of Technology, Iran 3 Department of Physical Education, Firoozabad branch, meymand center, Islamic Azad University, Meymand, Iran 4 Department of financial management, Firoozabad branch, meymand center, Islamic Azad University, Meymand, Iran *Corresponding Author: Mehdirastegari63@yahoo.com Abstract. The aim of this study is to determine the relationship between organizational culture and organizational entrepreneurship among the experts of the Ministry of Sport and Youth of Iran. The research method is descriptive and correlational and the field sampling was conducted. Three questionnaires were used to collect data, demographic characteristics (self-made), Denison Organizational Culture and Aghaei organizational entrepreneurs questionnaire. Retest reliability of the questionnaires is obtained by the researcher by using Cronbach's alpha and for demographic questionnaire (0.87 = α) Organizational Culture (0.91 = α) and Organizational entrepreneurs (0.90 = α), respectively.the statistical population includes all specialists of Iranian Ministry of Youth and Sports, which was equal to 300 and based on regular sampling, according to preliminary studiesthe number of samples was determined 126.To analyze the data, descriptive and inferential statistics (Kolmogorov Smirnov test and Spearman correlation coefficient) is used. Results indicated that corporate culture is desirable, the entrepreneur of the Ministry of Youth and Sport, although not ideal, but it is good.the results indicate that there is a significant positive relationship between organizational culture and organizational entrepreneurship indexes Keywords: Entrepreneurship, Organizational Culture, Ministry of Youth and Sports of Iran 1. INTRODUCTION Today, organizations to deal with environmental threats and possible opportunities need to recognize internal capacity, restore weaknesses and boost strengths. Problems in organizations are so complex and intertwined that the problem is not easy to detect and human nature and the complex behaviors of employees has doubled this complexity. With such attributes organizations should wait for a wave, but also they should be a source of wave and transformation and try to improve in order to meet the new needs of modern civilization (Ahmadpourdariani,2002). Managers of organizations feel a strong need related to keeping up with these changes and developments in themselves (Akbari,2005). The success of today's organizations are relatively high, based on creativity, innovation, discovery, invention and entrepreneurship. Some of the advanced industrial countries developed a wide range of support programs and implemented them for entrepreneurs. The role and importance of entrepreneurs in economic growth and the country become more apparent, the need for recognizing entrepreneurial fields is felt more. Entrepreneurship means to carry out activities to create new economic opportunities to be followed by 15 profits (Ghorbani, 2007). Organizational entrepreneurship is provoking manner and taking advantage of people within an organization, the manner in which people think they are able to do things differently and better, more effective and more efficient and it is even possible in this way, to propose and implement new and practical ideas toward organization activities (Mirzayi Ahranjani and Moghimi, 2003). Through the development of an entrepreneurial spirit within the organization can overcome barriers in the way of flexibility, innovation and growth. Besides nurturing entrepreneurs within organizations requires providing appropriate context and promote the spirit of entrepreneurship and the creation of a common understanding between members that this intellectual system should be aligned with the organizational entrepreneurial process (Moshabaki, 2001). However, plans and objectives of the organization which is designed by the leaders of the organization, will form the basis of its performance, however, many studies have pointed to this thread that optimal efficiency of work is due to meeting the needs of individuals by the number of other variables in the workplace including organizational culture and leadership style (Rahavi Azabadi, 2000).

2 History of the organizations management shows that emphasis on fixed techniques and non-acceptance of the change, in no way is inconsistent with the development and also the existence of the organization. Given the importance of entrepreneurship and organizational culture and the relation these two have in order to apply these new strategies and changes in the organization structure, should have a complete and accurate understanding of corporate entrepreneurship and organizational culture to achieve via techniques and strategies the change in the organizational culture of entrepreneurship development organizations (Marefati, 2004). However, exercise is one of the crucial factors in ensuring the health and vitality of the community.exercise has an influence on national productivity and resulting in a positive impact on the economic prosperity of the country (Physical Education Organization of Iran, 2004). Exercise is a proper place and has a variety of new opportunities for job creation and economic activity. By identifying areas of entrepreneurship in Sports we can introduce new opportunities to entrepreneurs and community (15). The more emphasized, researchers have acknowledged, organizational culture with all the things that are done in the organization is in contact, it is the influential and the first step of promoting entrepreneurial activity. Therefore sports organizations need to establish a corporate culture based on organization alentrepreneurship (Mirzayi Ahranjani and Moghimi 2003). In the research Hossein Zadeh (2008), examined the relationship between organizational culture and organizational entrepreneurship from the perspective of the non-academic staff in the Shahid Beheshti University of Tehran: Results showed a significant positive relationship between organizational culture and organizational entrepreneurship. But between control and direct supervision and organizational entrepreneurship, there is no significant relationship (Hosein Zadeh, 2008). Greer (2007) in a study entitled << sportswomen and entrepreneurship>> has done an exploratory comparative study between female athletes and business women. Female athlete of drivers who are responsible for their financial resources to pay their expenses,and they can continue to compete,are presented as the sports world entrepreneurs (Hosein Zadeh, 2008). Other studies that were conducted during the 1980s, showed that creativity and entrepreneurship in organizations can be influenced by the environment and culture of the organization so that the inflexible structure and restrictive culture with high control can be a factor in the reducing of creativity and entrepreneurship (Rahavi Azabadi, 2000). Nowadays understanding of the organizational culture and guidance and 16 improvement of it, is one of the success factors for leaders in organizations including sports organizations (Akbari, 2005). Fordentania (2008), has done a study entitled leadership and organizational culture change in professional sports. The aim of this qualitative research was to test the effect of changing organizational culture in professional sports. Of the 32 teams that had the ability to change organizational culture, only six teams were willing to participate in the study and the interview took place. Especially organizations that knew they will succeed by changing in organizational culture. Data were analyzed and five basic steps to change the culture became known: Signs of unusual culture, I method, walk and talk, bringing new culture and we approach.these steps were highly interrelated and formed a (Culture Change Cycle) model. The results Asmrk and Denison (2007) and Denison et al (2006) research showed that improving the culture of the organization improves the quality measures of organizational performance such as quality, innovation, entrepreneurship and enterprise development services and employee satisfaction (Hosein Zadeh, 2008). 2. METHODOLOGY 2.1. Method of Research The present study in terms of aim is practical and in terms of method, is correlation descriptive. Method of data collection is field collection and a questionnaire is the research instrument The population of the study The population of the study was experts from Iran's Ministry of Youth and Sports Methods of data analysis For sensing and measuring organizational culture Dennison questionnaire and to measure organizational entrepreneurship Aghaei questionnaire was used. In this study,in addition to the alpha reported in previous research, again, Cronbach's alpha coefficients were calculated using SPSS software And reliability of the organizational culture questionnaire, 0.91 = α and for organizational entrepreneurship questionnaire general reliability was 0.90 = α. Also, by various interviews and obtaining expert opinions, reforms needed to ensure the validity of the questionnaire was completed. After review and summary of the available information they were tested through SPSS statistical software(version 13) in windows.

3 2.4. Sample and sampling method 2.5. Statistical Methods Because the number of experts from the Ministry of Youth and Sports were 300, systematic sampling was used to select the sample.sample members based on a formula using the results of the preliminary study, 126 subjects were determined. In order to ensure a total of 130 questionnaires were distributed among the members of the sample finally the 116 questionnaires were collected, after eliminating cases of incomplete and unfinished questionnaires,107 questionnaires were selected for final analysis. Number 107 In this study, descriptive statistics, frequencies, means, percentages, standard deviations and charts and tables were used. For reliability of the organizational entrepreneurship questionnaire Bartlett's test of sphericity was used and Cronbach's alpha to estimate to estimate internal reliability of the survey instrument. Due to the data being not normal the Spearman correlation was used to examine relationships between variables. All experimental analyzes were performed using computer software SPSS version 13. Table 1: Description of organizational entrepreneurship variables Highest Score Lowest Score Standard deviation Average Variables /65 23/77 Structure /14 10/09 Aims & Strategies /15 7/09 Organizational Culture /02 31/17 Support & Management /3 16/17 System of Incentives & Rewards /52 7/86 Information & Training Systems /17 102/86 Organizational Entrepreneurship Number Table 2: Description of organizational culture variables Highest Score Lowest Score Standard Average deviation /84 47/ /02 48/ /82 46/ /86 48/ /32 191/63 Variables Get involved Integration Compatibility Mission Organizational Culture Table 3: Correlation of organizational culture and organizational entrepreneurship Significance Level Coefficient 0/001 0/881 Pearson Correlation Coefficient 3. RESEARCH FINDINGS 3.1. Describing Variables of the Demographic Characteristics Gender Of the 107 samples tested, 46 male and 61 female were in sports ministry Age Figure 2 shows that 29 from 107 people in the sample were between years old, 46 persons in years old, 30 people in years old and 2 people above 51 years old Marital Status From 107 samples in the Ministry of Sports35 singles and 72 are married Experience From 107 samples, 15 people have between 1 to 5 years of work experience,22 people between 6 to 10 years,43 were between 11 to 15 years,15 people between 16 to 20 years and 12 persons have over 21 years of work experience.

4 Educational status From 107 samples, 12 have Diploma, 15 upper Diploma, 56 bachelors, 19 masters and 5 people have a PhD Employment status From the 107 samples in the Ministry of Sports, 68 people are working formally (tentative - final) and 39 people informal (contract) Organizational Entrepreneurship Table 1 shows mean, standard deviation, minimum and maximum scores for organizational entrepreneurship and the variables of this component. Among the components of organizational entrepreneurship, support and manage has the highest average (31/17) and the lowest average is organizational culture (7/09) Organizational Culture Table 2 shows mean, standard deviation, minimum and maximum scores for organizational culture and the variables of this component. Among the components of the organizational culture, mission has the highest average (48/77) and the lowest average is compatibility (46/77). Research findings showed that between organizational culture and organizational entrepreneurship among the experts of the Ministry of Sport and Youth of Iran there is a significant relationship.thus, according to the conditions(not normally distributed data) nonparametric equivalent of the Pearson correlation coefficient means Spearman correlation coefficient was used which is equal to Spearman correlation coefficient values of organizational culture with structure is 0/784, aims 0/684,organizational culture 0/732, protection 0/851, a system of rewards and incentives 0/747,Training 0/495 (organizational culture components). Due to the significance level of the coefficients (0/001) which is less than 0/05, and there are significant relationship between organizational culture and all its components among experts Iranian Ministry of Youth and Sports. 4. DISCUSSION From the four components organizational culture (the work involved, consistency, adaptability and mission) in the population under study, the strongest component was mission, (Mean = 48/77) and the weakest component was adaptation, (Mean = 46/77), respectively. To assess organizational entrepreneurship, Six small-scale structure, objectives and strategy, organizational culture, and management support systems (systems of reward and encourage learning and information systems) have been used, the results revealed that the organizational entrepreneurship of the Iranian Ministry of Youth and Sports is high: (Mean, 102/86 of the maximum possible score = 135)support and management indicatorshad the best score among the indicators (mean, 31/17 of 41 = highest rating) and from other parameters, information and education system is the weakest (mean, 7/86 from 34 = maximum score). The test results of positive and significant correlation (r = 0/881 and p <0/05), between organizational culture and organizational entrepreneurship show that these results is similar to Kuratko (1999), Mirzayi Ahranjani and Moghimi (2003), Jahangiri (2002), Hossein Zadeh (2008) and Asmerk and Dennison (2007). Fig. 1: Age distribution of the sample in the Ministry of Sports 18

5 Fig. 2: work experience of samples in the Ministry of Sports Fig. 3: Employment status of persons in the Ministry of Sports also the findings of the present study showed that between components of organizational culture (the work involved, consistency, adaptability and mission) with the organizational entrepreneurship, there is a significant direct relationship: On the other hand improving the cultural context of the organization through its components, enhance entrepreneurship consequently the effectiveness and efficiency of the organization. Results are similar to the researches by Kanter (1983), Dale (1986) and Steiner and Miner (1982), Mohajeri Samouri (2001), Mirzayi Ahranjani and Moghimi (2003), Rezazadeh (2003), and Ali Jahangiri (2003). The obtained correlation results between organizational culture and management support showed a significant and positive correlation (r = 0/851), at the level (p <0/05). Results are similar to the researches by Ahranjani and Moghimi (2003) and Holozuki (2002). Research findings showed that team-oriented, Coherent, consistent and idealistic organizational culture causes individuals to be involved in the implementation and monitoring the distribution of bonus rewards and lay the foundations of a just and appropriate encourage and reward system to individuals are encouraged to innovation and risk taking. 5. CONCLUSION From these findings it can be concluded thatorganizational culture of Sports Ministry has the 19 organizational structure somewhat flexible.therefore, the ministry is also in line with the organizational entrepreneurship.but according to the average rating, it is necessary for the structure of the Ministry of Sports to be more flexible andconcentration and distribution of power will be diminished.in order to enhance the entrepreneurial spirit in individuals andgroup learningunderstanding of the barriers to learning and creativity, brainstorming workshops,management practice field, mental models, etc. are considered. These studies emphasized the fact that, the culture that is risk and targeted variability supporter, innovation and new ideas at all levels of the organization, enhances the trust between employees and management, considers staff as valuable resources of organization, all works of employees will be credited. REFERENCES Ahmadpourdariani M (2002). Entrepreneurship: Definitions, theories and models, Tehran: Pardis Company Publications. Akbari H (2005). Examine barriers to the organizational entrepreneurshipin north of the country Woodwork, MS Thesis, Tehran, Tarbiat Modarres University. Ghorbani MH (2007). The study of organizational culture of the Physical Education Organization of Iran based on Denison model and

6 comparison with global averages, Harekat Magazine, Issue 39. Hosein Zadeh T (2008).Examine the relationship between organizational culture and organizational entrepreneurship in Shahid Beheshti University, Master's thesis, Shahid Beheshti University. Marefati A (2004). Relationship of organizational cultureand Leadership Style Schools / departments with productivity of faculty of Physical State University. Ph.D. Dissertation, University of Teacher Education. Mirzayi Ahranjani H, Moghimi SM (2003). Presenting optimal model of organization in government institutionsusing an entrepreneurial approach, Tadbir Magazine. Moshabaki A (2001). Management of Organizational Behavior. Termeh Publications, Second Edition. Physical Education Organization of Iran (2004). Detailed studies of the development of sports funding, Tehran: Sibe Sabz Publications. Rahavi Azabadi R (2000). The relationship between organizational culture and productivity management Physical Education throughout the country, MS Thesis, Tehran University. 20

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