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Understanding organizational culture to transform a workplace behavior: Evidence from a liberal arts University

Oris Guillaume, Amy Austin
DOI: http://dx.doi.org/10.19085/journal.sijmd030401

Abstract

Nelson and Quick (2013) describe organizational cultures as “a pattern of basic assumptions that are considered valid and that are taught to new members as a way to perceive, think and feel in the organization” (p.592). Organizational cultures are a vital part of any company’s environment and provide employees with the necessary tools to integrate themselves into the overall organizational dynamic; however, most organizational cultures are plagued with dysfunctional dynamics that have stemmed from a dysfunctional personality of a key leader in their environment. This paper is based on the experience of designing and delivering special change, the organizational culture has been, for the most part, healthy and thriving. In this paper, we will review some of the problems facing the University and how key organizational leaders have successfully influenced change in a manner that has led to the valuable organizational culture in place today.

Keywords

Organization Behavior, Transformation Changes, Service, Institution, Leadership

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