Negentropy: a sustainable culture of educational leadership. An OCAI model analysis

Abstract

Purpose: This study aims to analyze the impact of socio-economic negentropy on a management organization's culture. The study aims to check the level of entropy within an organization and propose solutions for negentropy development. The excellent organization represents the ordering of positive entropy into negative entropy. Design/methodology/approach: The theoretical part of the paper presents the importance of the negentropy paradigm in developing the management organization's culture. The empirical study is based on samples from a university with information about different management organization cultures. The data are analyzed by means of regression analysis applied to the Organizational Culture Assessment Instrument (OCAI). The organizational culture improves management organization through socio-economic negentropy. Findings: Four types of organizational cultures were determined for socio-economic negentropy applied to management organizations: group/family/clan/human relations, ad-hoc/in development/ innovation/open system, hierarchical/internal process/rules-based, rational/market/goal-based. The model has theoretical limitations, being applied to a few respondents. Practical implications refer to the improvement of management organization cultures through using negentropy. Possible social impact concerns a superior work organization and increased productivity. The assumed hypotheses show that the variables' level of education, seniority, age, and job position generate valid statistical models for the existing/preferred cultures from the OCAI model. Originality: Organizations with coherent management efficiently organize their activities through an entropic management organization model. Present within an organization (as an open system), negentropy opposes disintegration, disorder, and entropy.