Organizational culture is one of the basic concepts that hotel organizations need to support the situations they are going through effectively, enhance employee loyalty and belonging to achieve the goals that management aspires to reach, achieve satisfaction for guests coming to the hotel, and constitute one of the essential elements in explaining the behavior of the organization, its leaders, departments, teams, and groups. Its human resources and those dealing with it who are interested in its business contribute intelligently and rationally to internal and external environmental challenges and the competitive market and achieve excellence, continuity, vitality, and renewal. The importance of culture and its vital role in forming and shaping the individual's personality, values, motivations, and tendencies is embodied in addition to being a framework for the different behavior patterns of individuals. Therefore, the problem of the study can be summarized as (Does organizational culture affect group behavior in hotel organizations?) To achieve the research objectives, a hypothetical diagram was built that contained variables related to the topic, and the leading hypothesis was formulated that revolves around (There is a statistically significant correlation between organizational culture and group behavior), other secondary hypotheses. The research structure was formed from the theoretical side and included two sections. The third section was for the practical side, which presented the results of the statistical analysis and then the conclusions and recommendations.

RESEARCH METHODOLOGY

The Research Problem

The research problem lies in the following question:

• Does organizational culture affect group behavior in hotel organizations

        The Importance of the Research: The importance of the study is as follows:   

• An attempt to explain the organizational culture in the hotel and its impact on the group's behavior

• The hotel keeps pace with developments in international hotels by highlighting the role of organizational culture and its contribution to changing the behavior of its employees

• Providing hotel management with information and indicators that achieve successes that contribute to providing high-quality services at reasonable prices

• It enhances the hotel's ability to continuously develop employee culture by developing clear strategies and reviewing environmental changes

Third: Research objectives

• Influencing the behavior of the group (employees) in the hotel to improve and develop their cultures in the organization in a way that is compatible with developments in the world

• Shedding light on the organizational culture in the hotel and explaining its impact on the behavior of the group working there

Research Hypothesis

• There is a statistically significant correlation between organizational culture and group behavior

        Four secondary hypotheses emerge from it.

• A statistically significant correlation exists between the motivational dimension and group behavior

• A significant, statistically significant correlation exists between the managerial dimension and group behavior

• There is a statistically significant correlation between the organizational dimension and group behavior

• A significant, statistically significant correlation exists between the human dimension and group behavior

Means of Data Collection

• The questionnaire was adopted as a tool for collecting information, as it specified a set of interconnected questions to achieve the goal sought by the research by obtaining numerical results to measure its variables, where the triple scale was adopted the questionnaire was adopted as a tool for collecting information, as it specified a set of interconnected questions to achieve the goal sought by the research by obtaining numerical results to measure its variables, where the triple scale was adopted

• Accredited Arab and foreign sources in the theoretical aspect

The Research Population and Sample

The research community represents the employees of the Al-Mansour Hotel in Baghdad, where 35 questionnaires were   distributed to the selected sample. After marking them, they were utterly retrieved and unpacked in a way that serves the research. 

Introduction

Culture includes human intervention, that is, adding something to a state of nature or introducing a modification to it, and the culture of the organization constitutes one of the behavioral phenomena that is directed toward the members of the managers, work teams, councils, and individuals working in them.

First the Concept and Definition of Culture

Culture has been considered a device for distinguishing between human beings, societies, and civilizations across time and history. An organization's culture represents one of the types of those cultures, and it is a mirror that reflects facts related to the path of the organization’s origin and development, the various operations and activities it contains, the biography of its leaders, and its human resources. It helps the organization’s management deal intelligently and rationally with the challenges of the business environment. Global, international, and national. Taylor defined it as a complex, comprehensive system that includes knowledge, beliefs, art, morals, law, customs, traditions, and other preparations and the customs and traditions that the individual acquires from his society. It is known from the social perspective that it is everything that an individual learns, not just what he inherits [1]. The belief, thought, values, customs, traditions, symbols, prejudices, and emotional determinants govern an individual’s behavior and normalize his dealings with others and his various ways of expression [2]. It is expressed by a set of values, beliefs, and heritage among individuals who share the unity of society [3]. To form a mixture that brings together knowledge, ideas, arts, ethics, law, and any abilities and customs that the individual carries out as a member of society [4].

As for the culture of the organization, it was defined by as shared values that include fundamental beliefs that help the organization’s management in the search for excellence, and addressed it as a relatively unique group that carries the meanings of values, beliefs, customs, traditions, and practices that the members of the organization contribute to it. It extends to learning the rituals and rituals governing the behaviors of employees   that  are   generated   as  a   result   of    their interaction within the formal and informal work climate. These are basic assumptions and beliefs shared by the organization's members and subconscious processes that determine the organization’s outlook and interactions with its environment and belong to the logic of   strategic  thinking for managing the organization [5].

Al-Qaryouti et al [6] Believe that it is nothing more than gathering a set of beliefs, expectations, and values that must be learned and shared by members of the organization and working to transfer those generated from one employee to  others. Here, it defines and directs the strategic management process at the level of the organization, its work, and its units. At the social level, it urges management to seek excellence through its performance and continuously think about improving its achieved and expected stories. Here, it combines the two perspectives of the organization’s history and future, representing the spirit of managing the future and its internal and external challenges.

Figure 1: Default chart for search variables

Figure 2: The relationship between social culture and organizational culture

The organization's culture means the beliefs, traditions, and general models of behavior that express the organization's characteristics. Interest in culture occurs in an attempt to understand the reality of collective life in the organization and its divisions and determine its constitution, systems, and identity, as well as interest in the culture of the knowledge industry and the diversity that governs management practices in different countries, especially the diversity of values. Cultural to explain cultural differences in management [7].

Second Dimensions of Organizational Culture

Organizational culture has dimensions, including the following [8-9].

• The motivational dimension of the organization’s culture: Many researchers have agreed that the organization’s culture expresses the basic assumptions, values, behavioral rules, and shared human results among the members of the organization that they have a special feeling about and represent indicators for doing what is desired, leaving what is undesirable, and determining how to accomplish tasks in the organization. In other words, the organization and how employees deal with each other and with customers, suppliers, and other organizations

• The management dimension of the organization’s culture: Management is essential in managing and directing it toward achieving goals. It is a process that affects all the material and human aspects of the organization to the extent of its consideration and skill. Still, this art and craft are always linked to the components of the individual worker and his psychological and cognitive capabilities that appear in their behaviors and actions. Its attitudes and values support this, and what reinforces it is a solid and positive organizational culture that supports skills and preparations and gives importance to management's formal and administrative aspects

Reference

Al-Sumaidaie et al [10] accordingly, there are a set of characteristics that characterize the organization’s culture, which are as follows.

• The organization's culture is a cumulative, connected, and continuous system: Each generation works to hand it over to subsequent generations, which is learned through learning and imitation. Culture increases through what ages add to its components in terms of elements and characteristics and how these elements and attributes organize and interact [11]

• Creativity and the style of dealing with danger: It is described as a characteristic of the degree to which workers are encouraged to be creative and innovative and deal with risk

• The organization's culture is a factor of social belonging by creating a space that unifies actors around the same principles, values, and symbols, distinguishing them from others in the external environment

• Organizational culture is a complex system consisting of several components or sub-elements that interact with each other in forming the organization's culture

• Culture as a complex system includes the following three elements

• The moral aspect the integrated system of values, morals, customs, and ideas

• The behavioral aspect customs and traditions of the organization's members, literature and arts, and various practical practices

• The material aspect all the tangible things the organization's members own, such as buildings, tools, equipment, food, etc.

• The culture of the organization has the characteristic of adaptation: The culture of the organization is characterized by flexibility and the ability to adapt in response to human biological and psychological demands to be appropriate to the geographical environment and the development of the cultures surrounding the individual on the one hand, and in response to the characteristics of the organization's environment and the changes that occur in it on the other hand, [12]

Fourth Functions of organizational culture

The functions of corporate culture are summarized in four main tasks.

• It gives the organization's members an organizational identity: Employees sharing the same standards, values, and perceptions gives them a sense of unity, which helps develop an understanding of ordinary duty

• Facilitates collective commitment: A sense of common purpose encourages strong commitment from those who accept this culture

• Promotes system stability: Culture encourages permanent coordination and cooperation among organization members by fostering a sense of shared identity and commitment

• Shaping behavior by helping individuals understand what is happening around them: An organization's culture provides a source of shared meanings explaining why things happen the way they do

The organization's culture acts as the glue by fulfilling the previous functions. This cement binds the organization's members to each other and helps to promote consistent, coordinated behavior at work [13].

Introduction

Behavior includes all the mental processes in the individual's mind, interactions with others, and the environment surrounding him. It is either positive, acceptable, harmful, or objectionable, according to the behavior he takes, what is prevalent in each society, and the customs, traditions, and religions that are specific to each of them, and based on that. In this study, the essential concepts and types will be identified through the following.

First the Concept of Behavior

Scientists and researchers in the humanities, social, and administrative sciences are interested in the term behavior. Al-Salem [14] defined it as all the actions and behaviors of the individual in various life situations. [15] Indicates that it is a set of activities that a person performs in his daily life, alone or with others, or among the actions included in his relationships with others. It also means the direct actions and actions of individuals to obtain a good or service, which provides for making purchasing decisions. As for, behavior is defined as everything that individuals say and do, and it is a function of the two variables: the individual represented by skills, personal abilities, perception, attitudes, values, Ethics, and the environment [16]. Defined it as the result of the interaction between the characteristics of the individual and the nature of the situations in which he lives. In contrast [17] defines it as a movement with an aim or goal that the individual performs to attract the attention of others to him. It is caused by the environmental factor or the situations surrounding him, and it represents values—the prevailing social and religious beliefs and established and recognized customs and traditions. As for, it refers to the activity that the individual or organic organism brings from its surroundings, stimulated by its innate and environmental motivations. Several other researchers have indicated that behavior is (Response) it is defined as any response issued by a human or an animal that can be observed or measured [18].

Second - Types of behavior 

Several types have been identified to study behavior and detail its varieties, as it is characterized by complexity and intertwining, where several factors interact in provoking it and determining its trends, extent, and pattern. Accordingly, a group of these types has been selected that is consistent with the nature of group behavior to express the specificity enjoyed by the study community, which is: (collective, Massive, motivating, responsive, and balanced tourism) shown in the following proposed mode [19-23].

• Collective: It is the behavior of individuals linked to the social situation and share a common reaction to it. It is characterized by being spontaneous and unorganized, and new patterns of social organizations arise. It is defined as the behavior of individuals subject to a general and collective influence resulting from social interaction. Universities are committed to new patterns of behavior, whether for a temporary period. Or with continuity, a group of individuals is characterized by the ability to develop rules and customs of conduct in an automatic manner that contradicts what is familiar and acceptable in society

• Mass: It is the behavior practiced by individuals of varying ages, social and economic classes, and various positions, professions, and cultural levels, and its members do not interact or exchange experiences. Its nature is distinguished by its structure, traditions, rules, and collective tendencies, where interest increases due to industrialization and preparation and the accompanying factors that led to the Separation of individuals from their original environment and group, such as migration, change of residence, education, etc.

• Motivator: By granting incentives, the administration aims to obtain their response to perform tasks and encourage this acceptable behavior towards development and creativity at work. The incentives are tangible, such as rewards and bonuses, and others are intangible, such as letters of thanks and appreciation, respect for opinions, participation in decision-making, and others, all of which are important by enhancing satisfaction among individuals and contributing to increasing their motivation towards achievement and better work

• The responder: The individual faces the reality of the situation. He may feel that the goal or need must be revised. Then, he does not take any action or reaction toward it due to the presence of specific stimuli in the situation. The response occurs immediately after the intention appears, consisting of particular connections between the response stimuli. These are called reflexes; as the individual is born with these associations, others are acquired through conditional processes that occur in behavioral situations during the various stages of his development

• Balanced: Administrative leaders generate a coherent set of ideas and principles to map the comprehensive path of their organizations to track the translation of the vision into a cohesive set of standards that contribute to developing business and communication strategies that help coordinate between the management of the target group and the other organizational ones to achieve the goals. This claims the existence of a system. There are many balancing processes between these actions towards the plan, and aspects appear in the design that produce balanced behavior for all parties. Therefore, those leaders must recognize that behavior and translate its components in a way consistent with the effectiveness of managing the behavior of the selected group. It is a balanced performance that translates operational goals and improves operations and does not lower it (classic look) to create balance

• Tourist: The individual prefers to take a tourist trip alone or with others to satisfy his needs and desires, and motivation is the natural force that makes him carry out one activity or another and continue doing it. As a member of a large society, the individual is affected by the nature of the culture and civilization in which he lives, and social forces influence him and the methods and patterns of behavior he follows. He is subject to groups with customs and traditions that influence his thinking and determine his behavior patterns

Third - The concept of the group 

Groups exist in all societies, and for this reason, they are one of the crucial pillars and an essential part of the components of any social system; their nature and diversity must be examined, and their importance is represented in contributing to the progress of society and ensuring the continuation of social life, since all its institutions (educational, economic, health, cultural, social, etc.), is the result of the efforts of groups and the interaction between them. The nearby resource dictionary defined it as a group, group, or clique. The study discussed and identified the concept of group and its classifications. Several researchers and writers described it as (the unity of values and standards) that each group member interacts with others and with the environment surrounding him and them. He believes there are several individuals among whom there is a feeling of unity, and they communicate with each other constantly directly and are organized by fixed structures of roles and ranks and governed by a set of values or standards that regulate their behavior in situations related to the group [24].

Fourth - Characteristics of the group 

Several observable characteristics characterize the group

• Cohesion is the degree of individuals’ attraction to the group and desire to maintain their membership. It is also the degree of interest that the group possesses for its members and the members' connection to each other with general cultural and social responsibilities and obligations. Cohesion is based on three pillars: the individual’s commitment to society's public values and standards and his interaction. With individuals because of common interests, and his connection with them in reality and destiny is represented by continuing to participate in daily social events and activities and close proximity [25]

• Reinforcement: Some groups are socially isolated, and support is a factor in confronting isolation. No matter how small the group is, this increases the support, loyalty, cohesion, and solidarity among its members, and they work in a team spirit. The goal of administrative leadership is centered on a set of programs that help strengthen managerial procedures to sort out the significant interactions between learning. The motivation that occurs in the behavior of individuals may portray events as unrealistic when they are supported in reality

• Homogeneity: It depends on the degree of similarity between individuals' characteristics, desires, and interests through the analysis of the group, which in turn gives a unified intellectual background. Similar social and economic dimensions are dissolved, so common characteristics of the members that are appropriate for the group’s purposes or goals are formed. The unity of homogeneity contributes to the effects of similarity in the areas of gender or Nationalism, belief, etc.

• Dynamic: Linguistically, it means movement towards achieving a specific goal. It is a set of variables and responses that occur within the group or interact with each other in different situations and their impact on the behavior of individuals. Also, any behavior issued by any group member serves as a warning to the rest of the members, who respond in response. The movement and activity of the group vary, and it is characterized by the fact that this active, interactive movement leads to a change in the state of any of its parts, which leads to a change in any other region. Whenever interaction occurs between more than two, a dynamic movement for better results, and the situation changes For better or for worse, what distinguishes group dynamics is social integration, human relations, change, social interaction, and other social manifestations

• Interaction: Individuals are influenced by ideas provided there is relative stability and continuity in relationships and social interaction for an extended period. The natural or racial composition of interacting groups is reflected in building relationships between individuals and forming groups, whether popular, governmental, or civil. The group's distinction comes through social behavior. Their shared interaction is different from being individuals

Fifth - Community standards 

The group has standards whose features are determined according to their formed patterns. Actions directed to fulfill their requirements can only be completed with their presence. The organization runs a group of functions that provide those needs towards achieving that. These standards require a set of rules and foundations through which the behavior and thought of the group members is evaluated if appropriate. Or inappropriate. It also determines the expected behavior of each member. If it does not fit its goals, it will be less severe than its pressure on individuals and their compliance. The following advantages characterize the group’s standards [26].

• Determine what an individual should and should not do in various situations

• Constancy, as it provides individuals with standards of behavior in the present and future

• They are developed and reached unanimously, which does not require court supervision to ensure the extent of compliance with them

Sixth - Types of group 

The group and its types are formed to give the individual a unique social system and emphasize adherence to the prevailing social decisions and plans. Among the types of groups are [27-30].

• Emotionality: Individuals experience many emotions, including joy, optimism, pleasure, anger, sadness, crying, etc., which are intertwined and complex in different life situations. A particular problem may provoke a mixture of emotions simultaneously, and the feelings grow and begin to differentiate with development. Individuals and their development and emotional groups are the ones in which the mental cognitive influences and the physical and physiological influences of their individuals occu

• Cohesive: with each other, their participation increases to reach specific goals and leads to consistent behavior. And they are more able to work as one individual. Their decisions are unified and come in some forms, including with little scrutiny, with the influence of authority figures, by a minority, or by a relative or absolute majority. Decisions are made unanimously, which is the case. Optimum decision-making indicates the group's cohesion to a considerable extent, that is, a state of controlling group thinking or alienating its will in favor of one of the influential internal or external parties

• Social: The human race does not interact only as individual individuals but also as members of groups. The development of self-perceptions and self-attitudes takes place under the circumstances of group life and must be understood within its limits. In every social situation, the individual shows unique and different patterns of behavior, meaning that he plays Social roles in the elements of the total self-revealed while adapting to a particular group. The social group plays an influential role by contributing to society's growth, progress, and improvement and ensuring the continuation of social life

• Internal: These are those groups that include individuals who form a team to compete with others, and it is explained that it is a group that meets among themselves to achieve internal goals that seek the benefit of the organization and its building and have common interests, and its members are close on the cultural and social level, and they are also a group of individuals who interact with each other. Some people share common internal interests and come together to create some of the groups that exist with them. They maintain their members for a certain period, build their standards on objective foundations, and have the ability to pressure and influence others

• External: This type of group has its implications because it influences the behavior of the individual, the crystallization of his personality, his attitudes and values, and its direct dependence on the strength of the relationship among the members, as well as its dependence on the degree of direct interaction among them. It contributes to building and nurturing good individuals and developed and organized societies. Those groups whose members compete with members of other groups and have divisions based on an organic basis are characterized by the small number of their members. They are also characterized by direct interaction between their members, and the individual’s affiliation with them is based on an organic basis

• Face-to-face: A group of individuals who communicate with each other over a sufficient period so that each can share with others, which is direct. It allows its members to get close to or belong to it and learn about its activities and what goes on among its members. It has value in society, and it builds that Effective individuals are given opportunities to acquire many desirable customs, traditions, and trends through the direct exchange of social experiences and knowledge

• First, The location for conducting the research: Al-Mansour Hotel in Baghdad was chosen to conduct the study and test its variables with the approved criteria items

•      Second: The research population and sample: The research population represents the employees at the hotel, and (35) questionnaires were distributed to the selected sample. After being marked by them, they were utterly retrieved and unpacked in a way that serves the research project

Third: Tools used: The following tools and methods were adopted for analysis purposes

• Questionnaire: A group of interconnected questions was identified to achieve the goal sought by the research within the framework of the chosen problem, to obtain data and information to obtain numerical results in which the research variables are measured. A set of standards was used and approved after they were arranged and prepared according to the requirements and trends of the research. As shown in the appendix, the triple runway was adopted for this purpose

• Description of the questionnaire: It was considered the primary source for measuring and analyzing questions and hypotheses and testing them towards detailing the organizational culture within the management of the Mansour Hotel and the extent of its inclusion and potential to achieve group behavior in it, according to the research variables on the theoretical side. The questionnaire was divided into:

        The first section contains the independent variable (organizational culture), which includes 4 dimensions; each dimension includes three paragraphs, except for the third dimension, which provides for only two. The second section includes the dependent variable (group behavior), which includes 6 items. That is a total of 17 paragraphs. 

Methods of describing and analyzing data 

Various statistical means and methods are used to obtain results during the conduct of the research, through which hypotheses are tested to understand the problems and answer the questions raised in the study through the application of SPSS v23 and Amos v23: [31].

Introduction

The research hypotheses were put forward in the form of questions, and the sample was selected from employees at the Al-Mansour Hotel in Baghdad as part of the research community to ensure the validity of the assumptions. The tools and methods used to collect and analyze data about the reality of the organizational culture in the hotel were determined, as explained in the following paragraphs.

Fourth: Stability Test

• Reliability of the questionnaire: The tools and measures achieve positive results and give the row. If the researcher repeats the measurement, she obtains the same results. Reliability was calculated as follows

• Cornbach’s Alpha coefficient: This coefficient is used to measure the stability of the estimates obtained from tests or questionnaires that measure a subject whose items are assumed to be homogeneous. After extracting the reliability coefficient, its value was more significant 0.60. This means accepting the reliability of the questionnaire, and its results can be analyzed. This would be appropriate for research and studies in which the questionnaire is an approved tool. The results are as in Table 1

Fifth: The importance of the research variables (organizational culture) and (group behavior)

We refer here to the answers of the sample members, who numbered (35) individuals, regarding the paragraphs and questions of the questionnaire related to the independent variable (organizational culture) and its dimensions and the paragraphs of the dependent variable (group behavior), where tables were adopted that show the trends of the sample’s answers for each section of the two research variables. The arithmetic means standard deviation and relative importance were used according to the answer strength matrix in Table 2.

Organizational culture

In its axis of measuring organizational culture, the study questionnaire included (11) items distributed over (4) dimensions to determine the availability of the elements of corporate culture among the management at Al-Mansour Hotel (research model) and the results of the sample’s answers to the axes (corporate culture) were as follows

• The motivational dimension: The value of relative importance reached 94.29%, which is a high percentage that confirms the level of agreement of the study sample on most of the paragraphs of this axis, as the arithmetic mean for this axis was recorded 2.83, which falls within the period 2.34 to 3. This means that the sample’s answers have A trend towards agreement and a standard deviation of 0.35, which indicates the extent of homogeneity of the responses regarding (the motivational dimension) as in Table 3

        The levels of importance of the paragraphs (the motivational dimension) were distributed between the highest level of response achieved by section (Q3) with an arithmetic mean of 2.94 and a standard deviation of 0.24, and relative importance that constituted 98.10% to confirm that most of the members of the research sample agreed on this paragraph, including It is likely that hotel management determines how tasks are accomplished in the organization and the way employees deal with each other and with customers, suppliers, and other organizations. In contrast, paragraph Q1 achieved the lowest response level among the paragraphs of the motivational dimension, as its arithmetic mean value reached 2.69 and its standard deviation was 0.47. The relative importance was 89.53%, confirming that the sample members disagreed that the basic assumptions express the values, behavioral rules, and human results shared among the organization's members.

• The management dimension: The value of relative importance reached 94.60%, which is a high percentage that confirms the study sample’s agreement on most of the paragraphs of this axis, as the arithmetic mean for this axis was 2.84, which falls within the period 2.34 to 3. This means that the sample’s answers are directional towards agreement, and a standard deviation of 0.44 indicates the extent of homogeneity of the responses regarding the managerial dimension as in Table 4 

   

 Table 1: Reliability Test Results

Source: Prepared by the researcher according to the results of the SPSS V23 program

Table 2: Estimated Scale According to the Three-Way Likert Scale

Source: The length of the category in the matrix=} (3-1 = 2) \ (the highest value taken by the scale = 3) = 0.66 {this is when a triple Likert scale was adopted in the study.

Table 3: Description of The Sample’s Answers to the Motivational Dimension Items

Source: Prepared by the researcher according to the test results based on the SPSS V23 program

Table 4: Description of The Sample’s Responses to the Items on the Managerial Dimension

Source: (Prepared by the researcher according to the test results based on the SPSS V23 program)

• The levels of importance of the management dimension paragraphs were distributed between the highest level of response achieved by section Q5 with an arithmetic mean of 2.89 and a standard deviation of 0.406, and relative importance that constituted 96.17%, confirming the agreement of most members of the research sample on this paragraph, including It is likely that hotel management supports skills and preparations and gives importance to the official and organizational aspects of control. In contrast, item Q4 achieved the lowest response level among the items management dimension, as its arithmetic mean value reached 2.80 and its standard deviation recorded 0.406, and importance. The percentage constituted 93.33%, which confirms the agreement of the majority of the sample that management is an essential aspect in managing the organization and directing it towards achieving goals

• The organizational dimension: The value of relative importance reached 89.08%, which is a high percentage that confirms the study sample’s agreement on most of the paragraphs of this axis, as the arithmetic mean for this axis was 2.68, which falls within the period 2.34 to 3. This means that the sample’s answers are vector towards agreement and have a standard deviation of 0.56, which indicates the extent of homogeneity of the answers regarding the organizational dimension as in Table 5

The importance levels of the organizational dimension paragraphs were distributed between the highest level of response achieved by section Q7 with an arithmetic mean of 2.69, a standard deviation of 0.583, and relative importance of 89.53%, confirming that most of the research sample members agreed on this paragraph, including It is likely that hotel management is interested in studying the behavior, trends, and opinions of employees in organizations, while paragraph Q8 achieved the lowest response level among the paragraphs of the organizational dimension, as its arithmetic mean value reached 2.66. The standard deviation recorded 0.539, and the relative importance constituted 88.63% for her, which confirms that most of the sample members do not agree that formal and informal organizations work on the perception, feelings, and performance of employees.

Table 4: Description of The Sample’s Responses to the Items on the Managerial Dimension

Source: Prepared by the researcher according to the test results based on the SPSS V23 program

Table 5: Description of the Sample’s Responses to the Organizational Dimension Items

Source: Prepared by the researcher based on the results of the SPSS V23 program

• The human dimension: The value of relative importance reached 91.77%, which is a high percentage that confirms the agreement of the study sample on mostof the paragraphs of this axis, as the arithmetic mean for this axis was recorded 2.75, which falls within the period 2.34 to 3. This means that the sample’s answers are vector about agreement, and a standard deviation of 0.48 indicates the extent of homogeneity of the answers regarding the human dimension as in Table 6

The importance levels of the (human dimension) paragraphs were distributed between the highest level of response achieved by section Q9 with an arithmetic mean of 2.89, a standard deviation of 0.323, and a relative importance of 96.20% to confirm that most of the research sample members agreed on this paragraph, including It is likely that human relations between the manager and employees play an essential role within the organization. In contrast, paragraph Q11 achieved the lowest level of response among the human dimension paragraphs, as their arithmetic mean value reached 2.66. The standard deviation recorded 0.591, and the relative importance constituted 88.57% for it, which confirms that most of the sample members do not agree that values, customs, and traditions are an influential component within the organization.

Accordingly, it is clear from Table 7 that the value of the weighted arithmetic mean for the variable Organizational Culture reached 2.78, which falls within the period 2.34 to 3. This means that the sample’s answers are heading towards agreement, with a standard deviation of (0.46), which indicates the extent of homogeneity in the study sample’s responses regarding this variable. At the same time, the relative importance was recorded 92.44%, which is a high percentage that confirms the study sample’s agreement on most of the paragraphs organizational culture.

To compare the axes of organizational culture in terms of relative importance, it is noted that the axis management dimension obtained the highest level of relative importance at 94.6%. The axes the motivational size, then the human dimension, and the organizational recorded the lowest level at 91.77. And 89.08%, respectively, as shown in Table 7 and Figure 3. Measuring the level of importance of the arithmetic mean and the standard deviation of the independent variable organizational culture showed that the largest share of the answers for the study sample was for the management dimension, and this indicates the importance of the process of organizing the material and human aspects with a skill that is always linked to the components of the working individuals and their psychological and cognitive capabilities that appear

In their behaviors and actions, which are supported by their attitudes and values, then the motivational dimension and the human dimension, which are represented by the indicators for doing what is desired and leaving what is undesirable and to determine how tasks are accomplished in the organization and how workers deal with each other and with customers, suppliers, and other organizations. Relations between the manager and employees or between the manager and customers, as well as values, customs, and traditions as a cultural component and human influence.

Group behavior

The research questionnaire, in its axis of measuring group behavior, included 6 items to determine the extent of group 

Figure 3: Shows the Relative Importance of the Organizational Culture Axes

Figure 4: Shows Relative the Importance of the Group Behavior Items

Table 6: Description of the Sample’s Responses to the Human Dimension Items

Source: Prepared by the researcher based on the results of the SPSS V23 program

Table 7: The Level of Importance of the Independent Variable, Organizational Culture, and Its Dimensions

Source: Prepared by the researcher based on the results of the SPSS V23 program

behavior among employees at the Mansour Hotel research model, and the results of the sample’s responses were as follows. The value of relative importance reached 91.11%, which is a high percentage that confirms the agreement of the study sample on most of the paragraphs of this axis, as the arithmetic mean for this axis was recorded 2.73, which falls within the period 2.34 to 3. This means that the sample’s answers are heading toward agreement, and a standard deviation 0.47 indicates the extent of homogeneity of the responses regarding the paragraphs of the variable group behavior, as in Table 8.

The levels of importance of the paragraphs of the variable group behavior were distributed between the highest level of response achieved by section Q16 with an arithmetic mean of 2.91 and a standard deviation of 0.284 and relative importance that constituted 97.13%, confirming that most of the research sample members agreed on this paragraph. It is likely that balanced behavior is generated by administrative leaders and is represented by a coherent set of ideas and principles to map the comprehensive path of the organization. At the same time, paragraph Q12 achieved the lowest response level among its paragraphs, as its arithmetic mean value reached 2.57 and the standard deviation recorded 0.655, and the relative importance constituted 85.70%, to confirm that collective behavior is that of individuals who are subject to a general influence resulting from social interaction, who adhere to new patterns, whether for a temporary period or  continuously,  that work  to  develop rules  and habits of behavior in an automatic manner that contradicts what is expected.

The paragraphs of group behavior are shown in Figure 4 to compare them in terms of relative importance. 

The levels of importance of the paragraphs of the variable group behavior were distributed between the highest level of response achieved by section Q16 with an arithmetic mean of 2.91 and a standard deviation of  0.284 and relative importance that constituted 97.13%, confirming that most of the research sample members agreed on this paragraph. It is likely that balanced behavior is generated by administrative leaders and is represented by a coherent set of ideas and principles to map the comprehensive path of the organization). At the same time, paragraph Q12 achieved the lowest response level among its paragraphs, as its arithmetic mean value reached 2.57 and the standard deviation recorded 0.655, and the relative importance constituted 85.70%, to confirm that collective behavior is that of individuals who are subject to a general influence resulting from social interaction, who adhere to new patterns, whether for a temporary period or continuously, that work to develop rules and habits of behavior in an automatic manner that contradicts what is expected.

The paragraphs of group behavior are shown in Figure 4 to compare them in terms of relative importance.

Sixth Testing research hypotheses

The Pearson correlation coefficient was used to know the relationship between the research variables and test the effect of the independent variable on the dependent variable using the simple linear regression model and the multiple regression model, the F test F-test, and the coefficient of determination R2 to find out the percentage of influence and contribution of the independent variable on the dependent variable, and it included Test the research hypotheses in the following paragraphs:

Testing correlation hypotheses

To test the hypotheses of the correlation between organizational culture and group behavior, the correlation coefficient between the variables was extracted to explain the strength and direction of the correlation between the hypothesis variables. The hypothesis will be accepted if the value of the correlation coefficient is limited to 0.50 and 1, which is correct. This indicates that the strength of the correlation and the F-test were applied to determine the significance of the effect of the independent variable organizational culture on the dependent variable group behavior. Suppose the probability value is Sig. Less than the level of significance of 0.05, this indicates the presence of a significant effect, and vice versa. If the calculated value of F is more important than its probability tabular matter, it suggests a statistically significant impact, and vice versa. Likewise, the value of the coefficient of determination R2 was extracted. Which shows the percentage of interpretation organizational culture and its fulfillment of the variable group behavior. The hypotheses will be tested as follows:

Table 8: Performance Percentage in Organizational Dimensions (Series 1)

Table 9: Percentage Analysis of Wire Categories

Figure 5: Confirmation of the Relationship between Organizational Culture and Group Behavior According to the Results of the Amos V23 Program

Figure 6: Confirmation of the Influence of Organizational Culture on Group Behavior According To the Results of the Amos V23 Program

Figure 7: Confirmation of the Impact of the Dimensions of Organizational Culture on Group Behavior According to the Results of the Amos V23 Program

• Primary hypothesis: There is a statistically significant correlation between organizational culture and group behavior

        Four secondary beliefs emerge from it:

• There is a statistically significant correlation between the motivational dimension and group behavior

• <UNK> a significant, statistically significant correlation exists between the managerial dimension and group behavior

• <UNK> a significant, statistically significant correlation exists between the organizational dimension and group behavior

• <UNK> a significant, statistically significant correlation exists between the human dimension and group behavior

The results of testing the hypothesis of the association between the variable organizational culture, its independent dimensions, and the dependent variable represented by group behavior, according to the opinions of the research sample at the Mansour Hotel, are shown in Table 9 are as follows:

Table 10: Results of Testing the Main Hypothesis (Relationship and Effect) To Distance Organizational Culture on Group Behavior

Source: Prepared by the researcher based on the results of the SPSS V23 program

• Accepting the first secondary hypothesis, which states that there is a significant, statistically significant correlation between the motivational dimension and group behavior with a confidence rate of 95%, as the value of the correlation coefficient was recorded 0.478, which is significant. This confirms their relationship and a statistically significant effect for the variable. The motivational dimension with group behavior, as the calculated F value reached 10.570, which is substantial, and this means accepting the hypothesis there is an effect between the two variables as for the value of the coefficient of determination 0.243%, which indicates the percentage of influence and contribution of the motivational dimension with Group behavior

• Between them. There is a statistically significant effect of the variable management dimension on Accepting the second secondary hypothesis, which states there is a significant, statistically significant correlation between

Table 11: Results of Testing the Hypotheses of the Relations and Influence of the Dimensions of Organizational Culture Combined on Group Behavior

Source: The source was prepared by the researcher based on the results of the SPSS v23

the management dimension and group behavior with a confidence rate of 95%, as the value of the correlation coefficient was recorded 0.495, which is significant, to establish that solid connection group behavior, as the calculated F value reached 10.719, which is substantial, and this means accepting the hypothesis there is an effect between the two variables as for the value of the coefficient of determination 0.245%, which indicates a percentage of influence And the contribution of the managerial dimension to group behavior

• Accepting the third secondary hypothesis, which states there is a significant, statistically significant correlation between the organizational dimension and group behavior with a confidence rate of 95%, as the value of the correlation coefficient was recorded 0.469, which is significant, to confirm the existence of a strong correlation between them. There is a statistically significant effect of the variable organizational dimension on group behavior, as the calculated F value reached 9.316, which is substantial, and this means accepting the hypothesis there is an effect between the two variables as for the value of the coefficient of determination 0.220%, which indicates a percentage of influence And the contribution of the organizational dimension to group behavior

• Accepting the fourth secondary hypothesis, which states there is a significant, statistically significant correlation between the human dimension and group behavior with a confidence rate of 95%, the value of the correlation coefficient was recorded 0.473, which is significant, to confirm the existence of a strong correlation between them. There is a statistically significant effect of the variable the human dimension on group behavior, as the calculated F value reached 9.782, which is substantial, and this means accepting the hypothesis there is an effect between the two variables. As for the value of the coefficient of determination 0.229%, which indicates the percentage of influence and the contribution of the “human dimension” to “group behavior”

• Accepting the central hypothesis, which states there is a statistically significant correlation between organizational culture and group behavior with a confidence rate of 95%, as the value of the correlation coefficient was recorded 0.688, which is significant, to establish the strong connection between them.

• There is a statistically significant effect of the variable organizational culture on group behavior, as the calculated F value reached 29.709, which is substantial, and this means accepting the hypothesis there is an effect between the two variables as for the value of the coefficient of determination 0.474%, which indicates a percentage of influence And the contribution of organizational culture to group behavior

Testing hypotheses using simple regression method. The results according to Table 9 were as follows. The previous table shows the coefficient of determination value 0.474%, meaning that the independent variables explain the variation occurring in the group’s behavior. The test shows the significance of the regression, and we note the sig value. It is 0.000, which is less than 0.05. Therefore, we reject the null hypothesis and accept the alternative view, that is, there is an effect in the presence of the independent variables affecting the dependent variable.

Hypothesis testing using multiple regression method

The F-test was applied to determine the significance of the relationship and influence between the dimensions of the independent variable organizational culture combined, and the dependent variable group behavior. The results are shown in Table 10. There is a relationship and influence for the organizational culture variable in the presence of the combined dimensions in group behavior. 

Conclusions

Each scientific study produces some results in light of the answers of the research sample, which were evaluated and analyzed by the scientific orientations of the research project, in light of which a set of conclusions are drawn within the first paragraph, and the second paragraph includes its recommendations. 

First: conclusions

• There is a statistically significant relationship between organizational culture and group behavior according to the answers of the research sample

• A statistically significant relationship and influence between the motivational dimension and group behavior exist

• A statistically significant relationship and influence between the managerial dimension and group behavior exist

• There is a statistically significant relationship and influence between the organizational dimension and group behavior

• A statistically significant relationship and influence exists between the human dimension and group behavior

• Organizational culture and group behavior have a statistically significant relationship and influence

• The results confirmed, in light of the responses of the sample members, that the management dimension has the highest influence on achieving group behavior in the Al-Mansour Hotel

• Management is essential to managing and directing the organization towards achieving goals. It is a process that affects all the material and human aspects of the organization that support skills and preparations, and the formal and organizational part is given importance in management

• Most of the sample’s opinions agreed on determining how to accomplish organizational tasks and that work indicators must represent what is desirable and leave out what is undesirable

• The opinions of the sample members agreed that human relations between management and workers play an essential role in the hotel and their behaviors

• Most of the behavior generated is balanced behavior represented by a coherent set of ideas and principles to map the comprehensive path of the organization

• Organizational culture affects employees' “mass behavior” by pushing them to change their residence and educational status

• Weak tourist behavior consists of a tourist trip undertaken by the individual to satisfy his needs and desires

Second Recommendations

• Work on innovation, development, and dealing with the organization’s internal and external problems by organizing the material and human aspects related to the components of the individual worker and his psychological and cognitive capabilities

• Establish basic assumptions, values, behavioral rules, and shared human results among organization members by determining how tasks are accomplished and how employees deal with each other and customers, suppliers, and other organizations

• Paying attention to the impact of the environment on the organization, its human resources, its goals, and the influence of employees on the organization by studying their behavior, attitudes, and opinions, and the impact of formal and informal organizations on their perceptions, feelings, and performance

• Paying attention to the relationships between management and employees or management and guests and focusing on values, customs, and traditions as a cultural component and human influence

• Enhancing individuals’ satisfaction and increasing their motivation toward achievement, creativity, and better work by giving them material and non-material incentives

• Developing rules and habits of behavior in an automatic manner that results in group social interaction that is acceptable in society

• Encourage the development of collective behavior because of its apparent impact on hotel workers and increase their organizational culture

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