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EA Unit 2: Cultre and Climate of Educational Institutions (Educators in…
EA Unit 2: Cultre and Climate of Educational Institutions
Organisational culture and climate
Organisational culture
Definition of organisational culture
shared orientations that hold the unit together and give it a distinctive identity
Levels of organisational culture
shared norms
usually unwritten and informal expectations that occur just below the surface of experience
shared values
conceptions of what is desirable
Deal and Kennedy (1982) successful organisations
a widely shared organisational philosophy
concern for individuals that is more important than formal rules and policies
rituals and ceremonies that build a common identity
a well-understood sense of the informal rules and exceptions
a belief that what employees do is important to others
Thomas J. Peters and Robert H. Waterman (1982)
a bias for action: planning is not a substitute for action
a client orientation: serve your customers
an innovative orientation: respect autonomy and entrepreneurship
a people orientation: productivity comes through people
an achievement orientation: high-quality products are essential
Functions of organisational culture
Robbins (1991)
distinctions
a sense of identity
committment
stability in the social system
standards for behaviour
Types of organisational culture
Cameron and Quinn (1999)
2 dimensions
flexibility and discretion in the organisation
the degree to which organisations use internal or external creteria of effectiveness
4 types of organisations
hierarchy culture
market culture
clan culture
adhocracy culture
Common elements of organisational culture
O'Reilly, Chatman and Caldwell (1991) and Chatman and Jehn (1994)
7 primary elements that shape the culture of most organisations
Innovation
Stability
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Schein (1999)
3 cautions
Cultures are deep
culture is broad
culture is stable
Terrence Deal (1985)
effective schools
shared values and a consensus
principal as a hero or heroine who embodies core values
distinctive rituals
employees
rituals of acculturation and cultural renewal
celebrate and transform core values
balance between innovation and tradition, and between autonomy and control
widespread participation
William Firestone and Bruce Wilson (1985)
3 symbol systems
stories
myths
legends
Others
Icons
Rituals
Organisational climate
Definition of organisational climate
the set of internal characteristics that distinguish one school from another and influence the behaviour of each school's members
Defining and describing organisational culture and climate
Renato Tagiuri
4 dimensions
ecology
milieu
social system
culture
Research on organisational culture
Organisational culture and organisational climate: Compared and contrasted
the affective aspects of culture and climate
multiple cultures
group norms
person-environment interaction
the interaction-influence system
Educators in the society
A culture of educator efficacy in school society
Sources of collective efficacy
4 primacy sources of self-efficacy information
mastery experience
direct experience
verbal persuasion
affective states
Formation of collective efficacy
figure 2.4
Collective efficacy: Some research findings
Bandura (1993)
2 key findings
student achievement positively related to collective efficacy
collective efficacy had a greater effect on student achievement that did student socioeconomic status
Teacher-principal behaviour: Open to closed
Criticism of the original Organisational Climate Description Questionnaire (OCDQ)
Paula Silver (1983)
lack a clear underlying logic, cumbersome
Halpin and Croft (1962)
inadequacy of the concept
A revised OCDQ
The six dimensions of the OCDQ
supportive behaviour
directive behaviour
restrictive behaviour
collegial behaviour
intimate behaviour
disengaged behaviour
Prototypic profiles of climate types
4 climate prototypes
open climate
engaged climate
disengaged climate
closed climate
Student unions and parents group
Pupil-control orientation: Custodian to humanistic
The custodial school climate
traditional school
The humanistic school climate
educational community
The Pupil-Control Ideology (PCI)
Relationship between organisational culture and organisational effectiveness
Cause and effect
Rensis Likert
three-link chain
causal variables
system 1: exploitative authoritative
system 2: benevolent authoritative
system 3: consultative system
system 4: participative system
intervening variables
end-result variables
The problem of measuring school effectiveness
independent variables
organisational climate, internal characteristics
dependent variables
organisational effectiveness
Teaching styles and norms
Theory of organisational dynamics: Healthy to unhealthy
4 basic problems need to be solved by organisations
sufficient resources
setting and attaining goals
maintaining solidarity within the system
creating and preserving the unique values of system
Talcott Parsons (1967)
3 distinct levels of responsibility and control over those needs
technical level
managerial level
institutional level
Organisational health inventory
(Table 2.5)
Healthy school climate
Unhealthy school climate
4 aspects of managerial level
principal influence
consideration
initiating structure
resource support
Dimensions of organisational health
The process of measuring organisational health
(Figure 2.5) Organisational Health Improvement Cycle
Impacts of organisational health on student performance
4 levels of organisational health
clarity
acceptance
support
advocacy
10 dimensions
goal focus
communication adequacy
optimal power equalisation
resource utilisation
cohesiveness
morale
innovative
autonomy
adaptation
problem-solving adequacy
Minority groups
Culture or climate: A comparison
Table 2.6
Changing the culture and climate of schools
The clinical strategy
Step 1: Gaining knowledge of the organisation
Step 2: Diagnosis
Step 3: Prognosis
Step 4: Prescription
Step 5: Evaluation
The growth-centred strategy
Change is a property of healthy school organisations
Change has direction
Change should imply progress
Teachers have high potential for the development and implementation of change
The norm-changing strategy
Kilmann (1984)
Surface norms
Articulate new directions
Establish new norms
Identify culture gaps
Close the culture gaps