Examining Perceptions of Organizational Culture at Two Community Colleges in the Mid-Atlantic Region

Abstract

This quantitative study examined the current and preferred perceptions of organizational culture of full-time and part-faculty at an urban and suburban community college in the Mid-Atlantic Region. The Competing Values Framework served as the conceptual framework for the study. Three hundred full-time and two hundred part-time faculty were surveyed over a one-month period via google forms. Demographic data such as age, gender, and years of service were collected. The Organizational Culture Assessment Instrument (OCAI) was used to measure the current and preferred organizational culture types.

Survey data were analyzed using an independent sample t-test and multivariate regression analysis. OCAI results indicated that the faculty perceived the current culture as Market, Adhocracy, and Hierarchy. The preferred culture types were Clan and Market. Significant differences existed between full-time and part-time faculty in terms of their perceived and preferred culture types, and between the urban and suburban institutions. The research findings added to the literature on the linkage between organizational culture and higher education and may contribute to organizational performance. Recommendations for future research and best practices are provided.