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Full-Text Articles in Education
The Challenge Of Organizational Change: Before, During, And After, Richard Parsells
The Challenge Of Organizational Change: Before, During, And After, Richard Parsells
Administrative Issues Journal
Aligning with the theme of this conference, this paper addresses actions, as reported in the literature, that are purported to assist organizations in successfully accomplishing change initiatives. This paper presents factors related to the development of a robust culture for the handling of change, actions to be taken during a change, and suggestions for action after a change. Implications for practice are explored.
Embedding Arête: Core Skills, Department Culture And Whole-Student Development, Richard K. Olsen, David E. Weber
Embedding Arête: Core Skills, Department Culture And Whole-Student Development, Richard K. Olsen, David E. Weber
Journal of the Association for Communication Administration
In this article the authors summarize how an academic department designed and now enacts the “core skills,” a template the unit operationalized to facilitate their goal of wholestudent development. First, the authors present a brief summary of contemporary literature—including Rich’s (2008) Megaskills, plus key principles and perspectives (e.g., rhetoric, arête, culture, dialectical tension, communicative construction of organization) of the communication studies discipline—relevant to the articulation of the core skills as both a heuristic and praxis. Next, we delineate concerns and critical incidents that inspired unit personnel to decide whole-student development was mission-critical. Then we describe key challenges in of cultivating …
Organizational Culture, Knowledge Structures, And Relational Messages In Organizational Negotiation: A Systems Approach, Vincent P. Cavataio, Robert S. Hinck
Organizational Culture, Knowledge Structures, And Relational Messages In Organizational Negotiation: A Systems Approach, Vincent P. Cavataio, Robert S. Hinck
Journal of Collective Bargaining in the Academy
This study examines a recent bargaining process between the Faculty Association and Central Michigan University. Taking a systems approach, we began with the assumption that a healthy organizational culture produces negative feedback which can help keep participants at the bargaining table despite disagreement. However, if organizational members’ relationships are threatened, organizational culture unravels as destructive messages provide positive feedback to disrupt the system and make impasse more likely. To understand how an university’s culture is impacted during contract negotiations we examined messages published in a university student newspaper, transcripts from the local NPR station, CMU’s press releases, a Facebook page, …