scholarly journals Advice Not Taken

2021 ◽  
pp. 219-233
Author(s):  
Linda F. Bisson ◽  
Mary Lou de Leon Siantz ◽  
Laura Grindstaff
Keyword(s):  
Organizational Culture ◽  
Affirmative Action ◽  
Organizational Factors ◽  
Social Practices ◽  
Cultural Transformation ◽  
Academic Community ◽  
External Factors ◽  
University Of California ◽  
Local Culture ◽  
The University

AbstractAdvice on how to build a more-inclusive academic community is emerging; however, this chapter suggests that such advice warrants “a grain of salt” depending on two circumstances: (1) the organizational culture needing to be “fixed,” and (2) the existence of extra-organizational factors that may shape how transformation can proceed. First, the existing organizational culture affects the processes needed to achieve a more-inclusive community, and defines what “more inclusive” will look like. Programs shown to be effective at one institution might not be effective at another. External factors may also affect local culture. For example, a long-standing ban on affirmative action programs and quota systems at the University of California meant that, even though other institutions found them to be effective, replicating those programs was not an option. The second concern derives from the nature of change needed. Barriers to inclusion are deeply rooted in historical traditions, ideologies, and social practices outside of any single organization, and often these barriers are applied unconsciously. This means genuine cultural transformation will occur only if the organizational community as a whole is committed to that change.

HABITUAL ACTION DALAM KEPEMIMPINAN SPIRITUAL

1970 ◽  
Vol 7 (1) ◽  
Author(s):  
Abdul Basit
Keyword(s):  
Organizational Culture ◽  
Spiritual Leadership ◽  
Academic Community ◽  
Spiritual Values ◽  
Leadership Model ◽  
Leadership Crisis ◽  
National Leaders ◽  
Deep Meaning ◽  
The University ◽  
Strategic Policies

Toward leadership crisis that crashed the nation of Indonesia, one of thefactors contributors come from universities, concerning Higher Education is anursery area of society and the national leaders. To overcome the crisis, it needed torepair the leadership models that are able to change and improve social and nationallife. The mandate of the university is shaping and sharpening thinking of thelecturers, students, and alumni to always siding, thinking and acting for the benefitand improvement of the surrounding communities. One alternative models ofleadership that are relevant to college is spiritual leadership.Spiritual leadership has been tested and researched by Louis W. Fry ( 2003)along with the comrades in the context of different organizations and the resultsshow the possibility of the application of this theoretical model for various types oforganizations. According to Fry spiritual leadership is the incorporation of thenecessary values, attitudes and behaviors to motivate intrinsically oneselves andothers to be such a way so that they have a sense of spiritual defense through the callof duty and membership.Spiritual leadership model is studied by the author in STAIN Purwokerto, asIslamic educational institutions which incidentally has been practicing spiritualvalues in their environment. The study was conducted using qualitative research andcase study approach.Spiritual leadership in STAIN Purwokerto is constructed based on threeimportant things: First, the existence of spiritual values that were held by leaders andserve as an ideology or belief to motivate himself and others. Spiritual values arevalues such are togetherness, belief or determination, and obeying the rules. Second,building tradition of spiritual leadership that is reflected in the actions taken byleaders in achieving the vision to be achieved by STAIN Purwokerto. The habitualprocess is done by sticking to spiritual values carried. Then it is implemented byissuing flagship programs supported by strategic policies carried out intensively sothat it becomes a regular agenda of the academic community and staff as well as toproduce a healthy organizational culture and quality. Third, organizational culture isfostered by building a dynamic atmosphere, full of family-like-feeling, cooperation,open and respectful in terms of spiritual, intellectual and professional. The efforts aremade from simple things and daily life by providing deep meaning so that it can beused as a driver towards the direction of progress .

Affirmative Action for the Future

2017 ◽  
Author(s):  
James P. Sterba
Keyword(s):  
United States ◽  
Affirmative Action ◽  
The United States ◽  
University Of California ◽  
Affirmative Action Program ◽  
Educational Context ◽  
Action Program ◽  
University Of Texas ◽  
The Future ◽  
The University

Diversity instead of race-based affirmative action developed in the United States from the Regents of the University of California v. Bakke decision in 1978 to the present. There have been both objections to this form of affirmative action and defenses of it. Fisher v. University of Texas could decide the future of all race-based affirmative action in the United States. Yet however the Fisher case is decided, there is a form of non-race-based affirmative action that all could find to be morally preferable for the future. A diversity affirmative action program could be designed to look for students who either have experienced racial discrimination themselves or who understand well, in some other way, how racism harms people in the United States, and thus are able to authoritatively and effectively speak about it in an educational context.

Developmental, Relational and Facilitating (DRF) Organizational Culture Scale: An Empirical Study in Select Colleges of University of Delhi

2020 ◽  
pp. 097215092093976
Author(s):  
Saumya Aggarwal ◽  
Ajay Kumar Singh
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Confirmatory Factor Analysis ◽  
Empirical Study ◽  
Exploratory Factor Analysis ◽  
Quantitative Research ◽  
Cultural Transformation ◽  
Confirmatory Factor ◽  
Valid Instrument ◽  
The University

The study aims at developing an instrument of organizational culture (OC). The study is based on a quantitative research and used techniques like exploratory factor analysis and the confirmatory factor analysis (CFA) to determine the principal drivers of OC. A 17-item reliable and valid instrument has been developed on OC to enhance the developmental culture (DC), the relational culture (RC) and the facilitating culture (FC) for cultural transformation in the University of Delhi. OC of the University of Delhi is moderate and needs to be improved.

The Effects of Affirmative Action Programs: Evidence From the University of California at San Diego

2005 ◽  
Vol 27 (3) ◽  
pp. 263-289 ◽  
Author(s):  
Heather Rose
Keyword(s):  
Affirmative Action ◽  
Graduation Rates ◽  
San Diego ◽  
Academic Preparation ◽  
Grade Point Averages ◽  
University Of California ◽  
Grade Point ◽  
Percentage Points ◽  
The Difference ◽  
The University

Using administrative data from the University of California at San Diego, the author explicitly identifies and studies students admitted under affirmative action programs. On average, these students earned grade point averages (GPAs) 0.30 points lower than those of nonaffirmative students. The difference in graduation rates is larger, with 57% of affirmative action students graduating compared to 73% of their nonaffirmative action peers. When compared to students just above the regular admissions cutoff, the differences are smaller—the difference in graduation rates is only 8 percentage points, and the difference in GPAs is only 0.20 points. A student’s family, school, and neighborhood characteristics can explain a small part of these differences, but academic preparation explains most of the difference.

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