Community colleges are under intense pressure to change in response
to shifts in an increasingly complex environment. Stakeholders are
placing simultaneously contradictory demands on colleges for more
and better service, increased accountability, and more efficient
use of resources in order to get the most from colleges in tough
economic times. These demands have contributed to cultural
fragmentation in community colleges as staff are pulled in
competing directions by events beyond their control. The upshot is
a circumstance in which leaders are finding that culture is perhaps
the most powerful element affecting organizational performance and
change. The old saw "culture eats strategy for breakfast'
epitomizes the importance of culture as a means for enhancing the
long-term viability of an organization. This book provides fresh
analysis of organizational culture in the community college context
with a critical examination of the relationship between
organizational culture and change. Readers will benefit from frank
advice with insights to drive change by transforming and leveraging
culture to shape the future of community colleges.
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