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Elements of successful community col...

Capella University., School of Education.

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Elements of successful community college organizational change: A meta-ethnographic analysis.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Elements of successful community college organizational change: A meta-ethnographic analysis./
Author:	Stich, Elizabeth Blair Kottke.
Description:	229 p.
Notes:	Adviser: Elizabeth A. Bruch.
Contained By:	Dissertation Abstracts International69-02A.
Subject:	Education, Administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3297407
ISBN:	9780549454403

Elements of successful community college organizational change: A meta-ethnographic analysis.
Stich, Elizabeth Blair Kottke.

Elements of successful community college organizational change: A meta-ethnographic analysis. - 229 p.

Adviser: Elizabeth A. Bruch.

Thesis (Ph.D.)--Capella University, 2008.

This meta-ethnographic study examined the processes of transformational change in four community colleges. The purpose of this study was to discover how to achieve successful, transformational organizational change in the community college. There are a number of change models in existence that assist in informing college of methodologies that might be used. While the models explain change processes in general, what organizational change has been implemented successfully and how that change effort was effective is less well documented, particularly in the community college environment. This study sought to synthesize the methods used by four community colleges in achieving successful change, with emphasis on what was changed and the processes used. The methodology employed was a meta-ethnographic analysis of existing case studies of organizational change, which included the phases of case selection, case translation, and synthesis to identify common emergent themes. Findings suggested that change strategies recommended by the experts (Bridges, 1991; Carter & Alfred, 1999; Drapeau, 2002, Eddy, 2002; Fullan, 2001; Kanter, 2000; Kezar & Eckel, 2002; Kotter, 1996) were effective, although increased emphasis on the uniqueness of the organization, relationship quality and use of integrative strategies was noted in these cases. Further, it was recommended that community colleges employ an integrative, relational and contextual approach to change, utilizing strategies such as: (a) build trusting relationships which form a solid foundation for change, (b) generate clarity of vision for unified direction, (c) develop change expertise to lead change, (d) employ interactive communication strategies to build followership, (e) create capacity through professional development, (f) act to align structures, procedures and systems with intentionality, (g) attend to culture for sustainability, and (h) integrate strategies visibly for successful change.

ISBN: 9780549454403Subjects--Topical Terms:

626645
Education, Administration.

Elements of successful community college organizational change: A meta-ethnographic analysis.
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100 1 $a Stich, Elizabeth Blair Kottke. $3 1024626
245 1 0 $a Elements of successful community college organizational change: A meta-ethnographic analysis.
300 $a 229 p.
500 $a Adviser: Elizabeth A. Bruch.
500 $a Source: Dissertation Abstracts International, Volume: 69-02, Section: A, page: 0483.
502 $a Thesis (Ph.D.)--Capella University, 2008.
520 $a This meta-ethnographic study examined the processes of transformational change in four community colleges. The purpose of this study was to discover how to achieve successful, transformational organizational change in the community college. There are a number of change models in existence that assist in informing college of methodologies that might be used. While the models explain change processes in general, what organizational change has been implemented successfully and how that change effort was effective is less well documented, particularly in the community college environment. This study sought to synthesize the methods used by four community colleges in achieving successful change, with emphasis on what was changed and the processes used. The methodology employed was a meta-ethnographic analysis of existing case studies of organizational change, which included the phases of case selection, case translation, and synthesis to identify common emergent themes. Findings suggested that change strategies recommended by the experts (Bridges, 1991; Carter & Alfred, 1999; Drapeau, 2002, Eddy, 2002; Fullan, 2001; Kanter, 2000; Kezar & Eckel, 2002; Kotter, 1996) were effective, although increased emphasis on the uniqueness of the organization, relationship quality and use of integrative strategies was noted in these cases. Further, it was recommended that community colleges employ an integrative, relational and contextual approach to change, utilizing strategies such as: (a) build trusting relationships which form a solid foundation for change, (b) generate clarity of vision for unified direction, (c) develop change expertise to lead change, (d) employ interactive communication strategies to build followership, (e) create capacity through professional development, (f) act to align structures, procedures and systems with intentionality, (g) attend to culture for sustainability, and (h) integrate strategies visibly for successful change.
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650 4 $a Sociology, Organizational. $3 1018023
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710 2 $a Capella University. $b School of Education. $3 1018430
773 0 $t Dissertation Abstracts International $g 69-02A.
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790 1 0 $a Auten, Anne E. $e committee member
790 1 0 $a Bruch, Elizabeth A., $e advisor
790 1 0 $a Hanfelt, Pamela $e committee member
791 $a Ph.D.
792 $a 2008
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3297407