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Reforming Faculty Work: Culture, Structure, and the Dilemma of Organizational Change by Michael Paul Wong & William G. Tierney — 2001The authors present findings from an ethnographic study of faculty work at
the Charter School of Education at the California State University at Los
Angeles (Cal. State L.A.). Much like the K-12 version of this innovation,
this unique higher education organization is a school within a larger public
state university that has created a charter relationship with the system
chancellor and the university president that releases the school from most
system and state requirements in return for increased performance. At the
time of the writing of this article, Charter School of Education at Cal.
State L.A. is the only higher education charter school in the nation.
This study addresses the dynamics of organizational change in higher
education institutions, and whether chartering a higher education
organization leads to increased faculty responsiveness and involvement in
reform efforts. The authors present three themes that define the culture of
the Charter School of Education, and discuss theoretical and practical
implications for this reform. They suggest that the changes that matter are
as much cultural in nature as they are structural, which in turn implies
where change agents ought to focus their energies as they try to develop a
more engaged, responsive faculty.
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- Michael Wong
University of Southern California
E-mail Author
MICHAEL PAUL WONG is a doctoral student in higher education in the Rossier School of Education and Assistant Dean in the School of Humanities and Social Sciences at California State University, Fullerton.
- William Tierney
University of Southern California
E-mail Author
WILLIAM G. TIERNEY is Wilbur Kieffer Professor of Higher Education and Director of the Center for Higher Education Policy Analysis at the University of Southern California.
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