Faculty Perception of Organizational Culture and Institutional Effectiveness in Florida Colleges PDF Download

Author:
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ISBN:
Category : College teachers, Part-time
Languages : en
Pages : 180

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Author: Lisa Joy Hagen
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages :

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ABSTRACT: A case-study was designed to assess the extent of change at a selected Florida community college that transformed into a state college. The purpose of the investigation was to explore how the transformation influenced institutional culture, mission, and identity based on the perceptions of faculty members and administrators. Data collection included open-ended and semi-structured interviews with faculty and administrators to ascertain their perceptions of institutional culture. Observational data were collected from the physical environment; artifacts and architecture; ceremonies and traditions, and administrative meetings to increase understanding of cultural identity. Triangulation of data integrated state, institutional, and personal document analysis with interviewing and observational methods. The research was designed to assess any shifts in institutional culture, mission, and identity through the following constructs- symbolic, organizational, perceptive, and interpretive layers of cultural meanings. The research plan was a deliberate observation of the symbolic layer of culture within a naturalistic setting, as well as an investigation of participants' behaviors for the perception layer, substantiated by an in-depth analysis of documentation on mission, vision, and policies. After deliberate observation, investigation, and inquiry into the symbolic, perceptive, and organizational layers of institutional culture, faculty and administrators were interviewed about the beliefs, values, and shared meanings on institutional identity and cultural meaning. Hence, the interpretive layer provided a comprehensive portrait of a community college that had transformed into a state college from the words of the participants. Environmental factors that contributed to the transformation of a former community college into a state college involved student demographics, economic impact, and political dynamics. With the initiative to expand access to underrepresented students, the transformation into a baccalaureate institution involved the following external influences- shifts in Florida's higher education policy, community demands, and student needs. Another research finding involved institutional mission shifting in the following ways- baccalaureate programming expanded access for students, and the college expanded its recruitment area beyond the two-county region. The findings revealed that the college preserved elements of its historical mission through a commitment to instruction, provision of a quality education, and service to the community. However, the transformation in mission resulted in misconceptions by college members as well as the larger community, for expectations exceeded opportunities provided by the institution. College members believed the college needed to remain committed to providing a quality education for everyone; however some speculated that the college mission had shifted because of the emphasis on baccalaureate education and new accreditation status. A deliberative change process was designed and implemented through leadership strategies; including a reorganization of the administrative structure, a plan to reconstruct and renovate the college campus to appear more like a university, and the development of cultural opportunities more reflective of a university environment. Although these changes occurred in rapid succession, faculty and staff reported incremental changes, thus exposing a conflict in perspective on institutional identity in which some members believed the college had experienced little change while others perceived the college moving in a new direction. Individual values included access, affordability, opportunity, commitment to the community and the student, and a quality education. Institutional values involved enhancement of student and faculty support services, technology tools, and instructional delivery methods. College administrators revised professorial rankings, emphasized rigorous academic standards, and hired PhD-qualified faculty. This cultivated a shift in faculty dynamics, creating a tension between those who had served the college community for many years and those who had recently joined the college community. Although the college preserved values fundamental to the community college mission, members continued to adjust to the new baccalaureate institutional identity. While determining their role within this new higher education tier, they experienced several challenges; including incongruence in the open enrollment mission between the associate and baccalaureate-level programming; accreditation issues concerning academic requirements and criteria; program costs and sustainability; and faculty issues. As the institution moves forward with its baccalaureate identity, it will be important to cultivate a fully developed Student Affairs Division for additional support services and cultural opportunities; design and implement dormitories for residential life; sustain and develop the Learning Technology and Learning Resources Departments; address the faculty issues of workload, salary, research, and shared governance; and develop additional four-year degree programs to expand access.

Author: Ediric Gadia
Publisher:
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Category :
Languages : en
Pages : 0

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This study determined the impact of organizational culture on institutional effectiveness in a local higher education institution. It utilized a cross sectional, explanatory design with the questionnaire as the main data gathering tool. Seventy-five (75) personnel participated in the study. Cameron-Ettington's Typology of Organizational Culture and Cameron's nine dimensions of institutional effectiveness were used to determine the organizational culture and institutional effectiveness. Pearson r and partial correlation were used to test the degree of relationship between organizational culture and institutional effectiveness of local HEI when moderated by profile variables. Findings show that adhocracy and bureaucracy culture are the dominant cultures manifested. Respondents rated student educational satisfaction, faculty and administrator employment satisfaction, professional development and quality of faculty, organizational health and rewards, recognitions and communication as Somewhat Agree. The study confirmed that organizational culture manifested a strong positive relationship with institutional effectiveness. Market culture manifested high or strong relationship with institutional effectiveness while the adhocracy, bureaucracy and clan cultures manifested only a moderate relationship. All profile variables included in the study strongly influence organizational culture's impact on institutional effectiveness.

Author: Luke Palmer Robins
Publisher:
ISBN:
Category : College administrators
Languages : en
Pages : 474

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Author: John Russell Shook
Publisher:
ISBN:
Category : Education, Higher
Languages : en
Pages : 232

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Author: Helene Ikumi Sokugawa
Publisher:
ISBN:
Category : Community colleges
Languages : en
Pages : 362

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Author: Tava Michelle Bingham
Publisher:
ISBN:
Category : Electronic dissertations
Languages : en
Pages : 160

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The purpose of this research was to understand how faculty, staff, and administrators at a newly designated Hispanic Serving Institution perceived the organizational culture and organizational change process. Hispanic Serving Institutions are a quickly growing institutional type. This qualitative single-institution case study sought to understand how faculty, staff, and administrators at a HSI perceived the organizational culture and the organizational change process as a newly designated HSI. Twenty employees who were classified as faculty, staff, or administrators participated in individual interviews where they were asked to share their knowledge and understanding of the HSI designation and how they believed the designation was being perceived by individuals at the institution as well as how they believed the designation impacted the work that is being done on campus. During the data analysis process, four themes were identified: 1) Existing Diversity, 2) Awareness to Action, 3) Institutional Culture, and 4) Funding. These themes provided insight on recommendations for other institutions seeking the HSI designation as well as recommendations for future research initiatives related to HSIs and the organizational change process.

Author: George D. Kuh
Publisher: Jossey-Bass
ISBN:
Category : Education
Languages : en
Pages : 176

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The properties of institutional culture are identified, and the way cultural perspectives have been used to describe life in colleges and universities are examined. Seven sections cover the following: cultural perspectives (the warrant for the report, organizational rationality, the remaining sections); culture defined and described (toward a definition of culture, properties of culture, levels of culture); intellectual foundations of culture (anthropology, sociology); a framework for analyzing culture in higher education (the external environment, the institution, subcultures, individual actors); threads of institutional culture (historical roots and external influences, academic program, the personnel core, social environment, artifacts, distinctive themes, individual actors); institutional subcultures (faculty subculture, student culture, administrative subcultures); and implications of cultural perspectives (a summary of cultural properties, implications for practice, inquiry into culture in higher education). Techniques of inquiry appropriate for studying culture include observing participants, interviewing key informants, conducting autobiographical interviews, and analyzing documents. By viewing higher education institutions as cultural enterprises, it may be possible to learn how the college experience contributes to divisions of class, race, gender, and age within the institution as well as throughout society, how a college or university relates to its prospective, current, or former students, and how to deal more effectively with conflicts between competing interest groups. Contains over 340 references. (SM)

Author: Zachariah O. Abungah
Publisher:
ISBN:
Category : Community colleges
Languages : en
Pages : 356

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Author: Devon Cadwell Bazata
Publisher:
ISBN:
Category :
Languages : en
Pages : 204

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This design-based research study integrated both theory and practice and had as its goals, a.) the development and approval of the BGS institutional effectiveness evaluation plan, b.) course curriculum maps aligned with learning outcomes, and c.) development of communication strategies based on data from a nonexperimental survey research design that described the university faculty and academic advisors’ knowledge of the BGS degree program, and their perception and beliefs about the importance of university issues that each reflected a different dimension of organizational culture.