LIMITS TO ORGANIZATIONAL CHANGE IN THE COMMUNITY COLLEGE
Titel:
LIMITS TO ORGANIZATIONAL CHANGE IN THE COMMUNITY COLLEGE
Auteur:
Levin, John S.
Verschenen in:
Community college journal of research and practice
Paginering:
Jaargang 20 (1996) nr. 2 pagina's 185-197
Jaar:
1996-03
Inhoud:
This is a qualitative and interpretive investigation of a community college attempting to undergo significant organizational change. As a community college experiencing new executive leadership, the support of external stakeholders (including the government agency or department responsible for community colleges), and a clearly articulated desire among internal college participants for dramatic change, Marginal Community College (pseudonym) was an apt institution to undergo significant, even fundamental, change. Ironically, those conditions that gave rise to the desire for change were the impediments to change. Organizational ideology, patterns of past behaviors, and organizational management inhibit and even thwart change. At Marginal Community College, the grip of the past dominated the actions of the present intended to transform Marginal Community College. The case ofMarginal Community College indicates that susceptibility to change and openness to change are not the same as change itself.
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