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Perceptions of organizational culture of a multi-campus community college district: mixed methods in concert

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dc.contributor.authorKuster Dale, Kimberly, author
dc.contributor.authorDavies, Timothy Gray, advisor
dc.contributor.authorGloeckner, Gene, committee member
dc.contributor.authorWaite, Alina M., committee member
dc.contributor.authorCarcasson, Martin, committee member
dc.date.accessioned2007-01-03T08:11:24Z
dc.date.available2007-01-03T08:11:24Z
dc.date.issued2012
dc.description.abstractThis concurrent, mixed-methods case study analyzed perceptions of current and preferred organizational culture within a rural, multi-campus community college district. This phenomenon was examined by analyzing and comparing data collected by surveying all full-time employees utilizing the Organizational Culture Assessment Instrument (OCAI) and through 10 personal interviews. OCAI results indicated that employees perceived the current overall culture type as predominantly Clan and Hierarchy, the preferred overall culture type as predominantly Clan and Hierarchy, with a significant increase in Adhocracy. Main Campus employees perceived a current dominant Clan culture type; Other Campus employees perceived a current dominant Hierarchy culture type. Both Main and Other Campus employees preferred a dominant Clan culture type. Administrator and Support stakeholder groups perceived a current dominant Clan culture; Professional and Faculty stakeholder groups perceived a current dominant Hierarchy culture. All four stakeholder groups preferred a dominant Clan culture. Four structural themes emerged from the employee interviews and were best described by using song titles. Why Can't We Be Friends, by War, described employee perceptions of a dysfunctional conflict between Main and South Campuses. Changes, by David Bowie, described the many changes that were taking place within the college culture. Believe in Me, by Dan Fogelberg, described a culture that supports student but not employee development and a lack of employee empowerment. Hello, by SHEL, described a culture that has ongoing struggles with facilitating effective college communication. Conclusions were drawn that employees perceive current dominant Clan and Hierarchy cultures and prefer dominant Clan and Adhocracy cultures, enhancing flexibility and discretion for employees, internal integration and external differentiation. Respect for one another and an overall concern for people should become high priorities to heal old wounds and build a more collaborative culture. Recommendations were made for changing the college culture.
dc.format.mediumborn digital
dc.format.mediumdoctoral dissertations
dc.identifierKusterDale_colostate_0053A_11342.pdf
dc.identifierETDF2012400343EDUC
dc.identifier.urihttp://hdl.handle.net/10217/68183
dc.languageEnglish
dc.language.isoeng
dc.publisherColorado State University. Libraries
dc.relation.ispartof2000-2019
dc.rightsCopyright and other restrictions may apply. User is responsible for compliance with all applicable laws. For information about copyright law, please see https://libguides.colostate.edu/copyright.
dc.subjectleadership
dc.subjecteducation
dc.subjectorganizational culture
dc.subjectchange management
dc.subjectcommunity college
dc.titlePerceptions of organizational culture of a multi-campus community college district: mixed methods in concert
dc.typeText
dcterms.rights.dplaThis Item is protected by copyright and/or related rights (https://rightsstatements.org/vocab/InC/1.0/). You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).
thesis.degree.disciplineEducation
thesis.degree.grantorColorado State University
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Philosophy (Ph.D.)

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