Author

Linda Mills

Date Approved

2018

Degree Type

Open Access Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Leadership and Counseling

Committee Member

Ronald Flowers, Ed.D.

Committee Member

Jaclynn Tracy, Ph.D..

Committee Member

Raul Leon, Ph.D.

Committee Member

Russell Olwell, Ph.D.

Abstract

Understanding and navigating the multiple academic disciplines and administrative subcultures, which operate within higher education institutions, is challenging for both internal and external stakeholders who may be unfamiliar with the disparate normative, regulative, and cultural cognitive systems that guide social behavior of each area. Higher education leaders need to understand the cultures operating within the organizational groups and subgroups in order to coordinate, integrate, and foster collaboration toward organizational and institutional goal attainment activities. This case study, which focused on the emergence and evolution of the organizational culture of the architecture faculty at the University of Michigan, provides insights into this particular organizational unit as well as a conceptual framework and research process from which to examine other faculty subcultures. Findings included explication of historical, societal and technological influences; the sociocultural, norms, roles and structural elements developed by the organizational members to structure their social behavior; a list of norms, roles and statuses used by members; as well as an explication of leadership actions that were accepted or rejected by faculty members as the organizational culture developed.

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