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dc.contributor.advisorWatson, Robert Lewiseng
dc.contributor.authorWeaver, Marissa LeClaireeng
dc.date.issued2012eng
dc.date.submitted2012 Summereng
dc.descriptionTitle from PDF of title page (University of Missouri--Columbia, viewed on October 31, 2012).eng
dc.descriptionThe entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file.eng
dc.descriptionDissertation advisor: Dr. Robert Watsoneng
dc.descriptionIncludes bibliographical references.eng
dc.descriptionVita.eng
dc.descriptionEd. D. University of Missouri--Columbia 2012.eng
dc.description"July 2012"eng
dc.description.abstractThe purpose of the study was to address a problem of practice of the public affairs mission through the perceptions of faculty and staff members at Missouri State University (MSU) of the University's organizational culture. This study took the three pillars (community engagement, cultural competence, and ethical leadership) of the public affairs mission at MSU and examined how faculty and staff members' perceptions of MSU leaders compared with the embedding mechanisms (Schein, 2010) that influence organizational culture. Schein's (2010) six primary embedding mechanisms: (a) What Leaders Pay Attention to, Measure, and Control, (b) Reaction to Organizational Crises, (c) Role Modeling, (d) How Resources are Allocated, (e) Allocation of Rewards, and (f) Recruitment, Selection and Dismissal shaped questions for the participants. The methods for the research included both interviews of leaders within the organization and focus groups with MSU faculty (tenured and non-tenured) and staff members from two of the main areas of the university. The findings for the three pillars did not reflect a significant connection to any of the embedding mechanisms. The study does provide what the themes were for each embedding mechanisms and comments related to the three pillars for future growth. Given the importance the university has placed on the public affairs mission, MSU leaders must ask themselves how the embedding mechanisms in MSU's culture are reflective of the mission.eng
dc.description.bibrefIncludes bibliographical referenceseng
dc.format.extentix, 166 pageseng
dc.identifier.oclc872568840eng
dc.identifier.urihttps://doi.org/10.32469/10355/15909eng
dc.identifier.urihttps://hdl.handle.net/10355/15909
dc.languageEnglisheng
dc.publisherUniversity of Missouri--Columbiaeng
dc.relation.ispartofcommunityUniversity of Missouri--Columbia. Graduate School. Theses and Dissertations.eng
dc.rightsOpenAccesseng
dc.rights.licenseThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
dc.subjectorganizational cultureeng
dc.subjectuniversity facultyeng
dc.subjectembedding mechanismseng
dc.subjectmission statementeng
dc.titleAn organizational culture study of Missouri State University faculty/staff in relation to the University's public affairs missioneng
dc.typeThesiseng
thesis.degree.disciplineEducational leadership and policy analysis (MU)eng
thesis.degree.grantorUniversity of Missouri--Columbiaeng
thesis.degree.levelDoctoraleng
thesis.degree.namePh. D.eng


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