Specifically, we will leverage the competing values framework, developed by Quinn and Rohrbaugh (1983) to determine the type of organizational culture at the HBCUs in question. In a two-part study, Quinn and Rohrbaugh asked experts to evaluate 30 effectiveness criteria that were important for organizational effectiveness/ They then analyzed those responses using a multidimensional scaling approach. Results indicated that there were three dimensions that were significant: focus, structure, and means– end (Quinn and Rohrbaugh, 1983). From this initial research, the competing values framework (CVF) was developed. Figure 1 illustrates how the dimensions of focus and structure overlay to define the four cultural types comprising the CVF: clan, adhocracy, market, and hierarchy. Below is a brief description of …show more content…
According to Cameron (1978), these criteria for effectiveness measures faces two major obstacles: the selection of set of parameters to show effectiveness and the sources who will track those measures (Cameron, 1978). From an institution perspective, many researchers have evaluated many outcomes – access, success, graduation rate underserved student populations, and the list goes on. Using multi-phased analysis, Cameron (1978) tested the ability of nine variables to express institutional effectiveness. The nine variables span three primary areas: students, faculty and staff, and system. We leverage a similar framework to develop institutional effectiveness for the purposes of this