Assessment of Organizational Culture in a Community College Partnership: A Case Study

Assessment of Organizational Culturein a Community College Partnership:

A Case Study

Mary Kathryn Turner, RDH, EdD

Dean, Science & Allied HealthSacramento City College

SWHOAC Meeting – May 29, 2009

Introduction & Backgroundo Innovative education/industry partnership

based on shared goal of addressing nursing shortage

o California nursing shortage – impacting both education and industry (Sechrist, Lewis & Rutledge, 1999)

o High cost of nursing programs, faculty & facilities

o No recognition of the organizational differences – especially the cultures

Introduction & Background

Organizational culture“A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”

(Schein, 2004, p. 17)

Introduction & BackgroundOrganizational culture“A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”

(Schein, 2004, p. 17)

“The way we do things around here…..”

Statement of Problem

The success of community college and industry partnerships may be adversely

affected by the lack of awareness of differences in organizational culture.

Culture clash – the primary causal factor in the failure of mergers and acquisitions and strategic alliances (Carleton & Lineberry, 2004)

Study Purpose & Significance

Analyze the cultural characteristics and sources of conflict in a community college

and hospital system partnership

If impact of organizational culture is recognized at onset of community college partnership development,

appropriate strategies and interventions can be put in place to

better ensure success.

Theoretical Framework &Literature Review

Organizational ethnography Organizational culture (Geertz, Schein, Martin)

Higher educational culture (Clark, Dill, Kuh & Whitt)

Culture in healthcare organizations and nursing profession (Senge, Shortell, McNish)

Acquisitions, mergers & partnerships (Cross, Johnson & Tornatzky, Kisker & Carucci, Buono & Bowditch, Radtke)

Organizational conflict (Pondy, Becker & Geer, Wall & Callister)

Methodology

Case study - Qualitative & Quantitative Organizational Culture Assessment

Instrument (OCAI)

Wilder Collaboration Factors Inventory (WCFI)

Demographic Data

Personal Interviews

Methodology – OCAI

Organizational Culture Assessment Instrument (OCAI)

Competing Values Framework (Cameron &

Ettington, 1988)

4-fold culture typing on 2 axes Clan (Human Relations) Model Adhocracy (Open Systems) Model Market (Rational Goal) Model Hierarchy (Internal Process) Model

Methodology - OCAI

Methodology - WCFI

Wilder Collaboration Factors Inventory (WCFI)

(Mattessich, Murray-Close, Monsey, 2001)

19 collaboration success factors General environment Membership* Process and Structure* Communication* Purpose* Resources*

Methodology - Participants Surveys (n = 67; 75%)

26 Community college administrators, faculty or staff (n = 23; 88%)

41 Hospital system personnel (n = 27; 66%)

Interviews 2 Administrators from each organization

Definition of organizational culture

Characteristics of their culture & the partner’s culture

Sources of conflict

Changes in institutional practices

Lessons learned

Participants

Caucasian female Over 45 years of age Master’s degree Over 11 years employment in organization Involved in partnership 5 years or more

Research Hypotheses & Questions - #1

Organizational cultural attributes, as identified by members of a collaborative partnership are different for a community college and a hospital system.

What are the perceived cultural attributes for each organization?

How are the cultural attributes similar? How are the cultural attributes different?

Results – Research Hypothesis #1

Community College Hospital

Clan Adhocracy

MarketHierarchy


Clan Adhocracy

MarketHierarchy Solid = Community College Dotted = Hospital


Organizational cultural attributes, as identified by members of a collaborative partnership are different for a community college and a hospital system.

Significant difference in dependent variables of Clan (p = .05), Market and

Hierarchy (p = .01).

DiscussionSelf-perceived cultural characteristics

Clan Adhocracy


Discussion Self-perceived cultural characteristics

College -- Clan/Hierarchy Hospital -- Clan/Market

•“Family-like” work environment

•Team-work, participation & consensus

•Friendly, people share

•Leaders – mentors, parent figures

•Loyalty & tradition

•Human resource development – cohesion & morale

•Sensitivity to customers & concern for people

Flexibility & Internal Focus

Discussion Self-perceived cultural characteristics

College -- Clan/Hierarchy

Internal focus Consistency, Cohesion,

short-term orientation

Structured organization Efficiency, smooth-

running, stability & performance

Secure employment and predictability

Controlled environment Rules, policies &

procedures

Hospital -- Clan/Market

External focus Achievement, tasks, long-

term orientation

Competitive organization Production, goal

accomplishment & market superiority

Teamwork focused on achievement

Demanding environment Emphasis on winning,

reputation & success


The perception of an organization’s cultural attributes is different when assessed by members of the organization versus members of the partner organization.

Do the partners perceive their counterpart’s culture to possess the same characteristics as identified by individuals from within the organization?


Community College Hospital

Clan Adhocracy

MarketHierarchy


Clan Adhocracy



The perception of an organization’s cultural attributes is different when assessed by members of the organization versus members of the partner organization.

Significant difference (p = .0005; .001) in mean scores of given organization and mean scores of partner organization for Clan, Adhocracy*, Market & Hierarchy.

* Hospital partner -- Adhocracy “my” vs “partner” T-test not significant

DiscussionSelf-Perceived Culture Partner-Perceived Culture

Solid = Community College Dotted = Hospital

Clan Adhocracy

MarketHierarchy

Discussion Partner-perceived cultural characteristics

College – Hierarchy

Internal focus Consistency, Cohesion,

short-term orientation Formalized & structured Procedure oriented

Controlling organization Leaders – coordinators Consistency, uniformity

& efficiency Stability

Hospital -- Market

External focus Achievement, results,

long-term orientation Competitive & goal

focused Results oriented

Competitive organization Leaders – innovators Production & market

superiority Winning


Higher level managers who initiate a partnership will have a different perception of the two organization’s cultures than those individuals at the operational or implementation level.

Are there any differences between how higher level managers view their organization’s culture and how individuals at the operational level view the culture?

Results – Research Hypothesis #3Higher level managers who initiate a partnership will have a different perception of the two organization’s cultures than those individuals at the operational or implementation level.

Management vs. operational employees demonstrate a significant difference (p = .25) in mean scores on

Hierarchy – partner organization.


Perceived sources of conflict will be related to differences in organizational culture.

What are the perceived sources of conflict as related to success factors within the partnership?

How are the perceived sources of conflict related to the organizational cultures?

Results – Research Hypothesis #4Perceived sources of conflict

Membership Trust (77%) Willingness to compromise (55%)


Membership Trust Willingness to compromise

Process & Structure Participants not able to speak for organization

(71%) Lack of flexibility in decision-making (68%) Unwillingness to consider different approaches

(66%) Clear roles and responsibilities Clear decision making process


Communication Open communication Participants not always informed Leaders don’t always communicate well



Purpose



Purpose Resources

Leaders don’t possess necessary skills for working with people


Perceived sources of conflict will be related to differences in organizational culture.

How are the perceived sources of conflict related to the organizational cultures?

No significant difference in mean scores on conflict constructs of Membership,

Process/Structure, Communication & Purpose* between community college and

hospital partners.*Resource construct unable to be analyzed.

Discussion Conflict

MembershipTrust (Clan) – “us” vs. “them”

Process & StructureLack of flexibility (Hierarchy)Decision-making (Hierarchy/Market)

CommunicationOpen dialogue

(Clan/Hierarchy/Market)Resources

Leadership skills (Hierarchy/Market)

Cultural Properties/Elements for Organizational Language, Communication,

and Decision-makingArtifacts & Creations

CollegeLanguage of “student success” and “academic freedom”

Hospital PartnersLanguage of “business model” and “return on investment”

“Closed” meetings “Closed” meetings

Decision-making and implementation protocol -- slow & cumbersome

Decision-making and implementation protocol -- effective & efficient


and Decision-makingValues

CollegeFaculty role in educational process and student success

Hospital PartnersBusiness model supports student success

All individuals will be allows to participate in the dialogue and their opinions will be valued

All levels of employee can generate ideas; Communication processes are effective & efficient

Consensus & participatory decision-making; Tradition, Slow Processes

Creativity & dynamics; Quick response necessary due to competitive environment


and Decision-makingBasic Assumptions

College“Educational process” not a “business venture” but “traditional educational model”

Hospital PartnersHospital is “non-profit business” & language & communication reflect “business model”

Inclusionary dialogue is valued, but boundaries for “outsiders”

Decisions may occur without dialogue and are expected to be implemented

Faculty at core of participatory decision-making; decisions make outside process not viewed as valid

Once decisions are made the team is “empowered” & expected to implement without question

Cultural Properties/Elements for Organizational Measurements of Success

Artifacts & Creations

CollegeTraditional semester curriculum delivery

Hospital Partners18-month curriculum delivery

High NCLEX pass rates Skills & knowledge necessary to integrate quickly into workforce

Graduations for hospital supported students should be held at the college because it is college program

Graduations designed to celebrate success of students, success of partnership & success of hospital system


Values

CollegeWhat’s best for the students

Hospital PartnersWhat’s best for the students

Maintain quality and integrity of the (educational) program

Maintain quality and integrityof the (educational) program


Basic Assumptions

CollegeTraditional way best way to provide education; Curriculum so stressful that both faculty & students need break

Hospital PartnersNew ways can be better; Healthcare is 24/7 so why shouldn’t education be the same

Student who make it through the program should be able to pass the NCLEX

Utilize appropriate selection process so students complete program & pass NCLEX

“Quality product” result of student attrition because all students cannot always be successful at making nursing a career

“Quality product” not just a number—but mechanisms should be in place to ensure success of all students if selection process is appropriate

Discussion Conflict

“Just the way we work . . . is very different and . . . it was almost like a one-night stand and we decided to get married in Vegas. Had we spent more time exploring what that marriage looked liked, I think we might have structured the project a little bit differently.”

Implications for Practice

Practice cultural “due diligence” Partnership = Merger or acquisition Self-identified and perceived cultural

characteristicsIdentify potential sources of conflictFacilitate conversation between

partners including all participantsMonitor speed of implementation

Acknowledgements

Los Rios Community College District Sacramento City College Sutter Health, Sacramento Sierra

Region

Documents

Assessment of Organizational Culture in a Community College Partnership: A Case Study