Presenting an Optimization Model for Organizational Culture in the Social Security Organization

Abstract

This study presents an optimization model for organizational culture in the Social Security Organization. In this qualitative research, necessary competencies for managers and employees are identified through in-depth interviews with managers of the Social Security Organization to examine critical factors in changing organizational culture and improving service delivery. The research field and the qualitative statistical population include experts, managers, scholars, and high-ranking employees in the Social Security Organization. The total number of managers in the central building of the Social Security Organization amounts to 23 individuals. The analysis and examination of the relationship between components and indicators of organizational culture change and improved service delivery were conducted using Grounded Theory (GT) and the qualitative software Maxqda. Results indicate that organizational culture, with an emphasis on developmentalism, structure, hierarchy, teamwork, and quantitative and qualitative growth, promises improvements in ethics, customs, and traditions of society and enhances the market for techniques and skills. Accordingly, the importance and application of a developmental culture in the Social Security Organization, where human resources play the most critical role, are essential.