ИСТИНА

Purpose. The role of interpersonal motives in forming the type of organizational culture (OC) and their relationships with main criteria of organizational efficiency (productivity, vitality/adaptation and creativity) was analyzed by the means of Ambidextrous Model of OC (AIM, Moon et al., 2012). Design/Methodology. Personnel of several middle-level business enterprises participated in the study (82ss). They fulfilled a standardized tests’ booklet: JDS (Hackman & Oldham, 1980), “Social Etalons Survey” (Pochebut, 2001), “Subjective Evaluation of OC” (Meyer-Chiker, 2003) and “OC Attractiveness Test” (Snetkov, 2001). Also the expert evaluations of organizational efficiency were collected. By procedures of cascade factorization and regression analysis the structure of integrative tests’ indexes and significant predictors of organizational efficiency were defined. Results. Four-factor structure of all integrative indexes was used for analyzing relationships between different components of OC and three dominant types of interpersonal motives: orientations to “self”, to “the others” and to “keeping a balance”. The patterns of main predictors of organizational efficiency were depicted: 1) productivity - “orientation to the others” and “optimal job organization” (p<0.05); (2) vitality/adaptation – “keeping a balance” and “motivational involvement” (p<0.01); (3) creativity – lowered “self-orientation” and “human-oriented management” (p<0.01). Limitations. These results should be enriched by the data of wide-spreading research in different organizational settings. Research/Practice Implications. Realization of the proposed approach is useful for elaborating new techniques for group coaching and forming efficient management styles. Originality/Value. An empirical verification of the AIM model demonstrates the crucial role of motivational factors in working group interactions for establishing efficient types of OC.