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

This 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.

Name thesis:degree_name

Doctor of Philosophy (Ph.D.)

Level thesis:degree_level

Doctoral

Discipline thesis:degree_discipline

Education

Grantor dc:publisher

Colorado State University. Libraries

Year dc:date.issued

2012

Authors dc:creator

• Kuster Dale, Kimberly, author
• Davies, Timothy Gray, advisor
• Gloeckner, Gene, committee member
• Waite, Alina M., committee member
• Carcasson, Martin, committee member

• leadership
• education
• organizational culture
• change management
• community college

Statement dc:rights

• Copyright 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.

Language dc:language.iso

eng, English

Identifier URI

https://doi.org/10.25675/3.018263

Identifier

ETDF2012400343EDUC

OAI identifier oai:identifier

oai:mountainscholar.org:10217/68183