In this study the researcher explored the types of organizational culture at selected doctorate degree granting HBCUs to determine if there were differences in organizational culture that appeared to be related to institutional effectiveness. Specific attention was given to identifying the dominant culture and characteristics of three public doctoral degree granting historically black institutions. The primary focus of the study was the relationship between effectiveness and organizational culture in selected higher education institutions. Using a case study methodology, that was exploratory and descriptive in nature, the researcher identified the characterizations and dominant organizational culture for each of the participating institutions. Organizational theory was used as the conceptual framework for distinguishing between types of organizational culture. The study was primarily driven by semi-structured interviews and document analysis. The following questions guided this study: (1) What characterizes the organizational culture of the three HBCUs selected for study? and (2) Are there differences in the organizational culture of the three HBCUs that appear to be related to institutional effectiveness? Several recurring themes emerged among the institutions: (1) lack of communication, (2) increased faculty expectation, and (3) under-developed partnerships. Themes unique to each institution were also identified. These unique themes included: (1) poor customer service, (2) strained relationships between the chief research officer and the research community, (3) lack of research mission, and (4) pride and solidarity of purpose. Implications of this study can be used in assisting university leadership understand and utilize the knowledge pertaining to organizational culture and performance on both the organizational and sub-unit levels. The study findings also inform institutional leaders of the advantages of developing a balanced culture thereby positioning them to make / A Dissertation submitted to the Department of Educational Leadership and Policy
Studies in partial fulfillment of the requirements for the degree of Doctor of
Philosophy. / Degree Awarded: Spring Semester, 2011. / Date of Defense: January 14, 2011. / culture, higher education, effectiveness, HBCUs, organizational behavior, management / Includes bibliographical references. / Joseph C. Beckham, Professor Directing Dissertation; Peter N. Kalu, University Representative; Peter Easton, Committee Member; Robert A. Schwartz, Committee Member.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_169134 |
| Contributors | Bailey, Theresa L. (authoraut), Beckham, Joseph C. (professor directing dissertation), Kalu, Peter N. (university representative), Easton, Peter (committee member), Schwartz, Robert A. (committee member), Department of Educational Leadership and Policy Studies (degree granting department), Florida State University (degree granting institution) |
| Publisher | Florida State University |
| Source Sets | Florida State University |
| Language | English, English |
| Detected Language | English |
| Type | Text, text |
| Format | 1 online resource, computer, application/pdf |
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