Abstract
This case study will analyze the challenges and complexities involved with the installation of a culture of assessment at a small, private not-for-profit university in the United States. Over the past few years, the university has been revamping both its educational and organizational assessment strategies, to mixed results. Offering theory-backed anecdotal evidence, along with data collected from quarterly and annual institution-wide assessment reports, the paper considers the difficulties that have hampered the progress during this time of transition. Based on the Bolman and Deal’s (2013) Reframing Organizations model, the discussion analyzes the elements of the organization’s culture. Though the university’s administration promotes the adoption of a systemic assessment approach, the culture implicitly or explicitly resists change. The study posits that several factors including managerial structure, turnover and position transfer among personnel, and faulty communication practices all inhibit progress. While the theoretical insights and resolutions discussed evaluate a specific university in the higher education field, the paper offers a constructive conversation appropriate for the analysis of organizations in other professional settings.
Presenters
Michael PeriniDirector of Research, Evaluation, & Quality Assurance, Quality Assurance, Northern Virginia Family Service, Virginia, United States
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KEYWORDS
Organization Culture Change
Digital Media
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