Organizational Culture At The University Level: A Study Using The OCAI Instrument

Abstract

Organizational culture is a primary component of functional decision making in universities. In order for administrators, faculty, and staff to effectively coordinate an efficient academic environment for health education, continuing cultural assessment and change are necessary. The purpose of this study was to explore the concept of culture at the university level. Specifically, 50 students from two health education courses at Rowan University were studied with regard to three main levels of culture with respect to the Health and Exercise Science Department: Artifacts, Espoused Values, and Basic Underlying Assumptions. The Organizational Culture Assessment Instrument (OCAI) was utilized to determine how departmental culture affects the perceptions, thoughts, and feelings of students. In this paper, results of the OCAI were examined in terms of how students rated the current departmental culture, and what they would prefer it to be in five years. It was hypothesized that student perceptions of departmental culture would positively coincide with the overall mission, goals, and objectives of the department and university.

Impact of organizational culture, satisfaction of employees and students on the quality of education in University of Civil Engineering

“…B. Fralinger outlined the following characteristics of an university: 1) a plurality of performance goals and complexity of the system of interrelated processes, diversity of structural units, interacting with external agencies, organizations and enterprises; 2) multidisciplinary university system and strong relationship of managing processes that requires coordination of administrative decisions between different activities; 3) management of university has been always provided a global feedback, usually via the environment, in which the results of activities of university are shown, form its image, make up its authority as an educational, scientific and cultural center; 4) high inertia of the university as a system as well as the results of its activity occur after a sufficiently long period of time; 5) widespread use the information technologies in activity of an university [10].…”

Tying down global to lobal: identifying the influential factors affecting the progress and outcomes of accreditation processes in Dutch-Caribbean universities

“…According to Fralinger and Olson (2007) effective organizational culture implies a shared sense of commitment, consensus on communication lines, clearly defined roles, and inherent sense of obligation to that role. However, because conflict sometimes exists between the different internal stakeholders (management, employees, and supporting staff) with regard to the interpretation of underlying organizational values and belief systems, efficient resolution of problems is often hindered.…”

“…Culture change can serve as a basis for positive organizational change and further development. Fralinger and Olson (2007) and Soverall and Khan (2009) are some of those researchers that link cultural change to leadership and management within organizations. According to Fralinger and Olson (2007) essential in this regard is the identification and modification of the leadership and management style, strategic plans, and reward system since they are important elements of an organizational culture.…”

“…Fralinger and Olson (2007) and Soverall and Khan (2009) are some of those researchers that link cultural change to leadership and management within organizations. According to Fralinger and Olson (2007) essential in this regard is the identification and modification of the leadership and management style, strategic plans, and reward system since they are important elements of an organizational culture. Soverall and Khan (2009) contend that organizational culture and management effectiveness are interdependent variables that need to be considered because they significantly influence performance outcomes in both private and public sector organizations.…”

“…Nowadays, academic leaders are supposed to possess more collegial and political characteristics than an authoritarian attitude (Baer et al, 2008;Baldridge, 2001;Bryman, 2007;Fralinger and Olson, 2007;Gumport, 2000;Pertrides et al, 2004). Fralinger and Olson (2007) indicate that collegial governance allows the academic community to work together to find the best answers to issues facing the university.…”