Browsing by Subject "organizational culture"
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Item Case Study: Female-Friendly Policies in the Academe(Sudbury: Jones & Bartlett Learning, 2011) Wyatt-Nichol, HeatherThis chapter explores the linkages between gendered public administration and structural inequalities in academia. Changing demographics highlight the importance of family-friendly policies in the workplace. According to the U.S. Bureau of Labor Statistics (2009), labor force participation rates of mother (working full-time and part-time) with children under age 18 increased from 47% in 1975 to 71% in 2007. In comparison, when the age of a child is considered, the labor force participation rates decrease to 64% for mothers with children younger than 6 years of age. The number of women in graduate programs has also increased in recent years. The U.S. Digest of Education Studies reported that in 2007, 63% of graduate students were women (Snyder, 2009). Similarly, the National Association of Schools of Public Affairs and Administration (2008) reported that among the 159 respondents of the 268 Administration institutional members, women represented 53% of the doctoral recipients in the fall semester of 2007.Item THE CONFLICT-POSITIVE ORGANIZATION: SUPPORTING DISSENT AND EMPLOYEE-VOICE FOR MEANINGFUL ADVANCEMENT OF EQUITY, DIVERSITY, AND INCLUSION INITIATIVES(2018-06) Corpron, Sarah; Crowley, Michael; MA in Arts AdministrationArts organizations working to more effectively identify and address the systemic and institutional barriers preventing diversity, equity, and inclusion within their own institutions should incorporate a conflict-positive internal culture and approach to leadership. This paper highlights the connection between healthy, positive conflict and an individual’s and group’s ability to more effectively point out and then address the invisible structures of oppression that are interwoven into the very nature of our organizations, systems, and interactions. The first and second chapters set the context for where the arts sector is in becoming a more equitable, inclusive, and diverse workforce, and why these issues matter for arts organizations. These chapters connect the internal progress arts organizations have struggled to make to the desirable outcomes of improved community engagement, greater innovation, increased productivity, and better decision making The third chapter asserts two key points: groups and organizations make better decisions when they engage in healthy conflict and conflict is a necessary and positive force in social justice change-work. Arts organizations must embrace and actively encourage healthy conflict that seeks to highlight injustice, inequity, and the unseen biases that create systemic and institutionalized oppression. Finally, the last chapter presents a general overview of what conflict-positive means for organizations. This section is a broad-strokes investigation of the internal structures, systems, and strategies that inform the power dynamics and internal culture of an arts organization. It pushes arts administrators to consider and better understand all of the ways these systems influence and inform an employee’s and team’s willingness to engage in healthy, positive conflict. In addition, this section provides examples and models worth further investigation and consideration by arts organizations seeking to be more intentionally conflict-positive. Arts administrators, leaders, and managers must incorporate conflict-positive systems and strategies through all levels of organizational operations if they wish to implement meaningful change. The findings of this paper and premises support the following thesis: arts organizations that incorporate a conflict-positive internal culture and approach to leadership can more effectively identify and address the systemic and institutional barriers preventing diversity, equity, and inclusion within their own institutions.Item Hypothesis Testing of CNA Perceptions of Organizational Culture in Long Term Care(Informa UK Limited, 2019-02-06) Kusmaul, Nancy; Sahoo, ShaliniThis commentary for the special issue on research that went wrong describes a study that explored factors that contribute to variability within Certified Nursing Assistants (CNAs) on organizational safety culture. We know from previous research that CNAs provide most direct care in nursing homes and that direct care workers often experience agency culture differently from agency management (Wolf et al., 2014). We were looking for factors that nursing homes could alter to improve the culture for CNAs, and thus, residents. We conducted a secondary analysis of data collected via a multi-component paper survey of CNAs employed in long term care. We used results from the Nursing Home Survey on Patient Safety Culture and primary shift, type of unit, and years as a CNA to identify modifiable characteristics that would explain variability in the perceptions of patient safety culture. The final sample included n = 106 from three nursing homes. Dimension scores were compared using bivariate tests appropriate to the scale and ordinal logistic regression. Despite support in the literature for the hypothesis, we found few significant differences on the total scale within groups. Differences in perceptions have implications for quality of care and the experiences of residents within nursing homes.