Trust and Organizational Culture in Higher Education

Tierney, William G.

doi:10.1007/978-1-4020-6604-7_3

Cited by 49 publications

(55 citation statements)

References 9 publications

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“…Collegialism is still a way getting things done within a given framework, and that framework can be more or less managerial. For MMs to carry out their key role, what appears to permit effectiveness is that they should have trust and confidence (Tierney 2008).…”

Section: Discussionmentioning

confidence: 99%

How does collegiality survive managerially led universities? Evidence from a European Survey

Marini

Reale

2015

European Journal of Higher Education

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Today's universities are, accordingly to Clark's entrepreneurial model, sustained by managerialism, whereas collegialism may remain in contrast or work in a different way. More recent literature suggests the clash such as the potential for coexistence between managerialism and collegialism. The study analyses data from a survey of 26 universities in 8 European countries, focusing on middle managers (MMs). The results show that at the level of the individual institutions, there are notable positive correlations between the presence of collegial and of managerial cultures. Multilevel regressions at institutional level are analysed, to 'predict' collegiality in light of the universities' managerial culture and other factors affecting organizational change: accountability; distribution of discretional power; funding; impact of quality assurance (QA) and evaluation. The results illustrate that in more managerial universities, collegial culture increases above all when MMs believe that distance-steering tools (QA and evaluation) have had positive impacts. We find that collegiality can indeed thrive, even when 'managerially led'.

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Section: Discussionmentioning

confidence: 99%

How does collegiality survive managerially led universities? Evidence from a European Survey

Marini

Reale

2015

European Journal of Higher Education

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“…Since the cultural trust is an important aspect for the effectiveness of an organization, including education organization [9] [25], [26], [27], therefore, bases on the above finding, it is necessary for UNP to built a strong cultural trust in its community. As it has been stated in the UNP 2016 Statute, that the vision of UNP in 2025 is to become one of the best university in South East Asia.…”

Section: B Discussionmentioning

confidence: 99%

Analyzing Cultural Trust in Higher Education Organization: A Study at Universitas Negeri Padang (UNP)

Gistituati¹,

Susanti²,

Suyuthie³

2019

Proceedings of the Padang International Conference on Educational Management and Administration (PICEMA 2018)

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The purpose of this research is to analyze how strong the cultural trust embedded among lecturer at Universitas Negeri Padang (UNP). There are 8 (eight) dimensions of cultural trust that are measured in this research, namely trust in ability to do the tasks and to achieve formulated vision; willingness to collaborate, to accept criticism, and to appreciate what have done by others; behavior that shows honest and openness, consistency and credibility, and fairness. This research was a quantitative descriptive study. The population is all lecturers at UNP, totaling 955 people, with a sample of 98 people. The instrument used to collect the data is a questionnaire with a Likert scale model, which has been tested for its validity and reliability. The collected data were analyzed by finding out the level of achievement. The results show that in general cultural trust in UNP community have not yet strongly embedded. Further analysis shown that the lecturers' trust in themselves and their peers is stronger than their trust in their department, faculty, and university leaders.

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“…Researchers have usually focused on studying formal organizational structures such as governance and decision-making processes (Masland, 2000). As colleges and universities become more and more complex, understanding organizational culture will aid in the decision-making process (Tierney, 2008). Properly informed by organizational culture, leaders in higher education will be able to make and implement tough decisions which may contribute to a college or university"s sense of purpose and identity (Tierney, 2008) Shen and Cooley (2008) mentioned that data should inform rather than drive decisions.…”

Section: Governance and Shared Decision-making (Sdm)mentioning

confidence: 99%

“…As colleges and universities become more and more complex, understanding organizational culture will aid in the decision-making process (Tierney, 2008). Properly informed by organizational culture, leaders in higher education will be able to make and implement tough decisions which may contribute to a college or university"s sense of purpose and identity (Tierney, 2008) Shen and Cooley (2008) mentioned that data should inform rather than drive decisions. Data can serve as an important element in effective decision making; it is important to take a systemic, continuous improvement approach to data analysis.…”

Section: Governance and Shared Decision-making (Sdm)mentioning

confidence: 99%

“…With colleges and universities moving away from linear and formalized decision-making structures and toward flatter, more collaborative, and collegial undertakings, an understanding of organizational culture has become essential for those who seek to understand how to excite change in institutions of higher education (Tierney, 2008). Moreover, while many organizations are attempting to meet challenging market demands by empowering workers to be more responsible for decision making (Bhagat et al, 2002;Cameron and Green 2012;Cross and Brodt, 2001;Murnighan and Mowen, 2002;Robbins and Judge, 2012;Schmidt et al, 2001;Yukl, 2013), this transition requires that organizations develop new methods to promote good decision making by all workers rather than by selected organizational members (Robbins and Judge, 2007).…”

Section: Introductionmentioning

confidence: 99%

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Shared governance: Determining faculty members current level of participation in institutional decision making in Shaqra University and TVTC

Al-miman¹

2018

Int. J. Educ. Admin. Pol. Stud.

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University shared governance refers to the control and administration of higher education institution in which faculty members, administrators, and trustees share equal responsibilities. Currently, shared governance between faculty members and administrators inside academic institutions is still an unending point of concern in the educational realm worldwide including the Kingdom of Saudi Arabia. Thus, this paper wants to determine the level of participation of Shaqra University's (SHU) and Technical and Vocational Training Colleges, (TVTC) Faculty members in institutional decision-making in line with the global shared governance apprehension through the administration of survey questionnaires distributed to both institutions. Of 140 opinion poll dispensed to SHU and TVTC, 128 were reclaimed and had high validity. The respondents were composed of assistant professors, associate professors, professors, assistant lecturers and lecturers. This study, upon checking its stability and coefficient, concludes the following: (1) the level of participation of faculty members of SHU and TVTC in general decision-making including decisions concerning academic training, students/trainees, staff member, program plans, local society, and administrative/finance has significant difference, (2) the factors affecting decision-making also has significant difference due to system regulations, nature of the problem and environmental conditions, (3) the relation of decisionmaking participation to job satisfaction has no significant difference. This discovery transpires to the recommendation of increasing the faculty's participation in academic and administrative decisionmaking more than its current level.

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Trust and Organizational Culture in Higher Education

Cited by 49 publications

References 9 publications

How does collegiality survive managerially led universities? Evidence from a European Survey

How does collegiality survive managerially led universities? Evidence from a European Survey

Analyzing Cultural Trust in Higher Education Organization: A Study at Universitas Negeri Padang (UNP)

Shared governance: Determining faculty members current level of participation in institutional decision making in Shaqra University and TVTC

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