Continuing Education and Cooperative Extension: A Comparative Assessement of Organizational Culture

Open Access
- Author:
- Martin, Michael James
- Graduate Program:
- Workforce Education and Development
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- April 20, 2005
- Committee Members:
- William J Rothwell, Committee Chair/Co-Chair
Claudia Cross Mincemoyer, Committee Member
Wesley Edward Donahue, Committee Member
Edgar Paul Yoder, Committee Member - Keywords:
- Continuing Education
Cooperative Extension
Organizational Culture - Abstract:
- ABSTRACT The purpose of this doctoral dissertation study was to assess and compare the organizational cultures of Continuing Education and Cooperative Extension at Penn State. Two key questions served to guide this research. Are there differences between the organizational cultures of Continuing Education and Cooperative Extension? If so, what variables indicate cultural differences between Continuing Education and Cooperative Extension? The reason why it was important to conduct this research study is that prior to 1997, Continuing Education and Cooperative Extension were housed within separate administrative units and had relatively little contact. In 1997, these units were brought together within the organizational structure of Penn State Outreach and Cooperative Extension and were encouraged to collaborate and cooperate. The target population for this study included all of the directors of continuing education, continuing education area representatives, and county extension directors at Penn State. This population was selected because these positions are outside of the University Park campus; these positions have managerial/supervisory responsibility within their respective units; and, these positions are perceived as parallel within the organizational chart. Electronic mail addresses were obtained from the associate vice presidents for outreach who direct Continuing Education and Cooperative Extension. The total target population for this study included 135 individuals. The research methodology included using the Cultural Health Indicator survey developed by Emerge International and validated by Dr. Lloyd Williams. The Cultural Health Indicator is a web-based instrument consisting of 98 forced-choice statements with five-point Likert-type rating response scales. The statements address seven dimensions of organizational culture: leadership, relationships, communication, infrastructure, involvement and decision-making, change management and finance. Three open-ended questions were also included to elicit additional comments from respondents. The multiple regression model analysis showed significant differences in the perceptions for the infrastructure dimension when examined by the five demographic variables and by organization represented. Organization represented was the only significant factor in explaining differences in perceptions of infrastructure when accounting for all other demographic factors using the multiple regression model.