As stated by Manning, 2013, "Organizations as cultures are marked by several characteristics, concepts, and principles. Values and assumptions; subcultures; history, tradition, and context; priests, storytellers, and cabals; language; organizational saga; symbols; and architecture" (pg. 94). As a new employee of CNM, I spent my first few months observing the culture. I observed the values and assumptions made by staff I supervise to give me an idea of how I would lead them. I took the time to sit with every person in the department to learn their jobs and ask to learn about other departments functions as well. I did not only do this for the knowledge of the processes but to understand the history, the players, and principles. I asked questions like, how long have you been here?, what are your future goals?, and what do you think about CNM?. The answers told me a lot about the culture. It also gave me ideas about how I would fit and if I could create or enhance the department. I also tried my approach on students. CNM has a very diverse culture, which has evolved many times thoughout its history.
The issue related to staff development came up several times. The assumption is that an institution who business is higher education would find a way to pay for and support staff as they pursue their higher education. This has been a major moral issue in the recent months. However, employees who attend CNM get classes paid for themselves or their dependents. They are happy and appreciate the assistance. From a cultural element prospective of “metaphor”, staff development has two sides “carnival and theater” (Manning, 2013, p.6).
The second issue related to organizational structure is the department CNM Connect. The intent of this department was to build tradition with it students by having a department that help student feel part of a community. During the convocation ceremony this year, the president praise CNM Connect for their devotion to the students. The problem was that no other department appreciated for their contributions. Many individuals complained and the president sent a letter to all staff stating that her comment was not specific to the department CNM Connect but to the organization as a whole. From a cultural element prospective of “structure”, it appear that her vision “varied” (Manning, 2013, p.6).
The issue of collaboration between departments can been looked at from a bureaucratic perspective and the problem is communication. As stated by Manning, 2013, "Communication patterns, in keeping with objectives, rational nature of bureaucracies, are formal and prescribed"(pg. 118). It is referred to "following the chain of command" and usually examples are giving from the bottom up. Communication is just as important across departments. In the issue of Academic Affairs, Financial Aid, and Enrollment Services, this step has appeared to be missed. When groups of individuals are planning major institutional changes, they...