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oai:mountainscholar.org:10217/681832025-12-30T03:10:49Zcom_10217_100532com_10217_100000com_10217_100405com_10217_100303col_10217_100538col_10217_100410

Kuster Dale, Kimberly, author Davies, Timothy Gray, advisor Gloeckner, Gene, committee member Waite, Alina M., committee member Carcasson, Martin, committee member 2007-01-03T08:11:24Z 2007-01-03T08:11:24Z 2012 KusterDale_colostate_0053A_11342.pdf ETDF2012400343EDUC http://hdl.handle.net/10217/68183 https://doi.org/10.25675/3.018263 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. born digital doctoral dissertations English eng Colorado State University. Libraries 2000-2019 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. leadership education organizational culture change management community college Perceptions of organizational culture of a multi-campus community college district: mixed methods in concert Text Doctor of Philosophy (Ph.D.) Doctoral Education Colorado State University This 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). open.access