Kültürel Misyonlara Sahip Sivil Toplum Kuruluşlarında Yönetsel Bağlam Ve Gönüllülük Kapsamında Bir Araştırma

Author :  

Year-Number: 2022-100
Yayımlanma Tarihi: 2022-07-26 21:03:13.0
Language : Türkçe
Konu : Yönetim ve Organizasyon
Number of pages: 2385-2394
Mendeley EndNote Alıntı Yap

Abstract

Bu araştırmanın temel amacı, kültürel misyonlara sahip STK üyelerinin (yönetici, diğer) yönetsel bağlamda gönüllülüğe yönelik eğilimlerinin belirlenmesidir. Bu çerçevede, oluşturulan anket ulusal ve uluslararası faaliyetlerde bulunan, kültürel misyonlara sahip köklü ve önemli STK’lar kapsamında yer alan 158 bireyle (yönetici, üye) Haziran 2021– Aralık 2021 tarihleri arasında yüz yüze ve online olarak uygulanmıştır. Faktör analizi bulguları sonucunda, kültürel misyonlara sahip STK’larda yer alan bireylerin algıları çerçevesinde, yönetsel öneme yönelik iki ve gönüllülük özelliğine yönelik üç faktör şeklinde toplamda beş faktör ortaya çıkmıştır. Katılımcılar faktörleri ileri düzeyde önemsemektedirler. Ayrıca kültürel misyonlara sahip STK’lar için yönetsel önemin gönüllülük özelliklerini yüksek düzeyde etkilediği belirlenmiştir. Cinsiyet açısından, faktörlere farklı bir bakış açısı bulunmamaktadır. Faktörlere, lisansüstü eğitim almış gruplar daha yüksek önem vermektedir. Gönüllülük özelliği II ve III faktörlerini üye /diğer grubu yöneticilere göre daha fazla önemsemektedir. Yönetsel önem I ve II ile gönüllülük özelliği II faktörlerine 10 yıl ve üstü deneyimi olan bireyler 1-9 yıl deneyimi olan bireylere göre daha fazla önem vermektedirler.

Keywords

Abstract

The main purpose of this research is to determine the tendencies of NGO members (manager, other) with cultural missions towards volunteering in the administrative context. In this context, the survey was applied face-to-face and online with 158 individuals (managers, members) who are involved in national and international activities and are within the scope of well-established and important NGOs with cultural missions between June 2021 and December 2021. As a result of the factor analysis findings, a total of five factors emerged, two for managerial importance and three for volunteerism, within the framework of the perceptions of individuals in NGOs with cultural missions. Participants attach great importance to factors. In addition, it has been determined that the administrative importance for NGOs with cultural missions affects the volunteering characteristics at a high level. In terms of gender, there is no different perspective on the factors. Groups with postgraduate education attach higher importance to factors. Volunteering feature gives importance to II and III factors more than members/other group managers. Individuals with 10 or more years of experience give more importance to the factors of managerial importance I and II and volunteering feature II than individuals with 1-9 years of experience.

Keywords


  • 1. Altay, N. ve Gümüş, N. (2010). Hemşehrilik ve İzmirdeki Hemşehri Dernekleri, e-Journal of New World Sciences Academy, 5(3).

  • 2. Bennet, M. J. (2013). Basic Concepts of Intercultural Communication: Paradigms, Principles & Practices. 2nd ed. Boston, Intercultural Press.

  • 3. Bennet, M. J. (2021). Constructivist Intercultural Training: Theory and Practice, IDR Institute.

  • 4. Carroll, W. (1997). Organizing dissent: Contemporary social movements in theory and practice. Toronto: Garamond.

  • 5. Cruikshank, B. (1999). The will to empower: Democratic citizens and other subjects. Ithaca, NY: Cornell University Press.

  • 6. Coppola, D. P. (2020). Introduction to International Disaster Management, Fourth Edition. https://www.sciencedirect.com/book (E.T. 26.04.2022).

  • 7. Douglas, M. (2003). Risk And Blame: Essays in Cultural Theory, Taylor & Francis e-Library, New York.

  • 8. Drucker, P.F. (1990). Managing The Nonprofit Organizations: Principles and Practices, HarperCollins Publishers, New York.

  • 9. Garilao, E. (1987). Indigenous NGOs as Strategic Institutions: Managing the Relationship with Government and Resource Agencies. World Development 15, pp.113-120.

  • 10. Güder, N. (2005). Sivil Toplumcunun El Kitabı, Ankara: STGP Yay.

  • 11. Hackett, R., & Adam, M. (1999). Is media democratization a social movement? Peace Review, 11(1), pp. 125- 131.

  • 12. Heifetz,R., Linsky , M. & Grashow, A.(2009). The Practice of Adaptive Leadership’ Cambridge Leadership Associates.

  • 13. Held, D. (1996). Models of democracy (2nd ed.). Stanford: Stanford University Press.

  • 14. Henry, F., Tator, C., Mattis, W. & Rees, T. (2000). The colour of democracy: Racism in Canadian society (2nd ed.). Toronto: Harcourt Brace Canada.

  • 15. Holla, J. (2021). Communication Styles Inventory, Workshop material, Jana Holla Consulting.

  • 16. Howlett, M. & Ramesh, M. (1995). Studying public policy: Policy cycles and policy subsystems. Don Mills, ON: Oxford University Press Canada.

  • 17. Hudson, M. (1999). Managing without profit: The art of managing non-profit organizations. Harmondsworth, UK: Pengui

  • 18. Joy, S. & Kolb, D. A. (2009). Are There Cultural Differences in Learning Style?, International Journal of Intercultural Relations 33(1):69. DOI:10.1016/j.ijintrel.2008.11.002.

  • 19. KAFFED.(2022). Kafkas Dernekleri Federasyonu İlkeleri, https://www.kaffed.org/kaffed/ilkelerimiz.html, (Erişim Tarihi: 05.05.2022).

  • 20. Kelege-Mufandjala, S. (2021). Consultant in Risk Management and Security, CAF. Interview on 17th May 2021. Zongo, DRC.

  • 21. Korten, D.C. (1987). Third Generation NGO Strategies: A Key to People-Centered Development. World Development, 15, pp.145-159.

  • 22. Kunda, G. (1992). Engineering Culture: Control and Commitment in a High-Tech Corporation. Philadelphia: Temple University Press.

  • 23. Lewis, D. (2003). NGOs, Organizational Culture, and Institutional Sustainability, ANNALS, AAPSS, 590, pp. 212-226.

  • 24. Lim, B. (1995). Examining the Organizational Culture and Or-ganizational Performance Link. Leadership and Organiza-tional Development Journal, 16(5), pp.16-21.

  • 25. Luna, D., & Gupta, S. F. (2001). An Integrative Framework for Cross-Cultural Consumer Behavior. International Marketing Review, 18(1),pp. 45-69.

  • 26. Makwana, H. (2011). Meaning and Nature of Culture. Retrieved from http://www.scribd.com/doc/27525800/Culture-Consumer-Behavior

  • 27. Malhotra, J. (2011). Cultural Variables. Retrieved from http://www.indiastudychannel.com/resources/69363- Cultural-variables.aspx

  • 28. Marchant, E. R. (2017). Organizational Cultural Hybrids: Nonprofit and For-Profit Cultural Influences in the Kenyan Technology Sector, Part of the Palgrave Studies of Entrepreneurship in Africa Book Series (PSEA), Digital Kenya.

  • 29. Mevlja, B. ve Kavcic, K. (2019). Impact Of Stakeholders On The Development Of Non-Governmental Organisations in Slovenia, Ekonomskı Pregled, 70 (2), pp.236-258.

  • 30. OECD. (2018). Culture and Local Development. https://www.oecd.org (E.T.02.05.2022).

  • 31. O’Dwyer, B., & Unerman, J. (2008). The Paradox of Greater NGO Accountability: A Case Study of Amnesty Ireland.Accounting, Organizations and Society, 33(7-8), pp.801-824.

  • 32. Olli, E. (2012). Rejected Cultural Biases Shape Our Political Views: A Migrant Household Study and Two Large-Scale Surveys, Dissertation for the degree of philosophiae doctor (PhD) at the Department of Comparative Politics Faculty of Social Sciences University of Bergen, Norway.

  • 33. Özdemir, G. (2013). Tampon Mekanizmadan Siyasal Aktörlüğe Hemşehri Dernekleri, Turkish Studies - International Periodical For The Languages, Literature and History of Turkish or Turkic, 8(6), pp. 943-956.

  • 34. Salamon, L. C. (1994). Partners in public service: Government- nonprofi t relations in the modern welfare State. Baltimore: Johns Hopkins

  • 35. Safrit., D., & Merril, M. (2000). In search of a contemporary definition of volunteerism. Volunteer Ohio, Issue 3.

  • 36. Schein, E. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass

  • 37. Schein, E. (2016). Organizational Culture and Leadership, San Francisco: Jossey-Bass.

  • 38. Schein, E. H. (1986). Reviewed Work: Organizational Culture and Leadership by Schein Edgar H.,Review by: William G. Tierney, The Academy of Management Review, 11(3), pp. 677-680.

  • 39. Shah, A. (2005). Non-Governmental Organizations on Development Issues. Global Issues. 01 June. Retrieved from http://www.globalissues.org/article/25/non-governmental-organizations-on-developmentissues>(E.T.02.05.2022).

  • 40. Şentürk, M. (2021). Türkiye’de Hemşehri Dernekleri: Bir Litaretür Değerlendirmesi, İstanbul: TDE Yay.

  • 41. Tarrow, S.. (1998). Power in movement: Social movements and contentious politics (2nd ed.). London: Cambridge University Press.

  • 42. Thabit, A. etc. (2016). The Role of Non-Governmental Organizations in Activating Youth Volunteerism in the Sultanate of Oman, Portland, United States: Duration

  • 43. Tharp, B. M. (2009). Defining Culture and Organizational Culture: From Anthropology to the Office, Haworth.

  • 44. The World Bank. (1990). How the World Bank works with Non-Governmental Organizations. https://documents1.worldbank.org/ (E.T.25.04.2022).

  • 45. Togbolo, S. U. (2005). The Role of Non-Governmental Organizations (NGOs) in Development. Retrieved from http://www.nigeriavillagesquare.com/articles/samuel-uwhejevwe-togbolo/the-role-of-non-governmentalorganizations-ngos-in-development.htm (E.T. 01.05.2022).

  • 46. Tunç, T. (2020). Hemşehri Dernekleri Çalıştayı, İ.B.B.B. İstanbul: İştiraki Kültür A.Ş. Yay.

  • 47. Wright, P. M., & Noe, R. A. (1996). Management of Organizations. Chicago:IRWIN.

                                                                                                                                                                                                        
  • Article Statistics