Climate of the College of Arts and Sciences 2012

Abstract

ABSTRACT TITLE: THE CLIMATE OF THE COLLEGE OF ARTS AND SCIENCES THE PROBLEM: The study aimed to determine the quality of the organizational climate of the College of Arts and Sciences of Lorma Colleges as perceived by the teachers for the SY 2014-2015 as a basis for policy recommendations. Specifically, it sought to answer the following questions: 1. How do the teachers’ perceive the actual organizational climate along the following dimensions: a. conformity b. responsibility c. standards d. rewards e. organization clarity f. warmth and support g. leadership 2. How do they envision an ideal climate along the aforementioned dimensions? 3. Are there significant differences between the actual and the ideal climate? 4. What policy recommendations can be proposed to address the organizational climate of the College of Arts and Sciences? HYPOTHESIS: 1. There is no significant difference between the actual and ideal climate of the College of Arts and Sciences. METHODOLOGY: The study utilized the descriptive survey method. The respondents of the study are the faculty of the College of Arts and Sciences of Lorma Colleges, City of San Fernando La Union, for the School Year 2014-2015. The respondents consisted of 25 teaching staff of the department. The researcher utilized a standardized questionnaire on organizational climate by Sergiovanni, Thomas and Starratt, Robert S. The organizational climate questionnaire has been categorized into seven (7) dimensions and the respondents were asked to give two answers in one number. One is the assessment of the organization’s current position on these dimensions. The second is indicative of the choice of the respondent as to where the organization should ideally be on those dimensions. Responses on the organizational climate were rated from ranges 1-10 with an appropriate description of “not a characteristic – very highly characteristic”. The method helped the researcher to draw out the facts needed to describe the existing climate of the College of Arts and Sciences of Lorma Colleges, which then served as basis for the analysis, interpretation, and proposed policy recommendations. Findings

This study came out with the following salient findings: 1. The Perception of the Respondents on the Actual Organizational Climate is as follows: a. Conformity came out to be a highly characteristic of the department b. Responsibility, standards, rewards, organizational clarity, warmth and support and leadership are moderately characteristic in the department. 2. The Vision of the Respondents on the Ideal Organizational Climate is as follows: a. Conformity, responsibility, standards, rewards, organizational clarity, warmth and support, and leadership should be highly characteristic in the department. 3. There is a significant difference between the actual and the ideal organizational climate as perceived by the respondents.

CONCLUSIONS Based from the findings the following conclusions are drawn out: 1. The current and actual climate in the College of Arts and Sciences Lorma Colleges is not sound. It does not foster an environment where teachers in the department work relatively well within the context of their duties and responsibilities as professionals. It has not yet reached the level where the department should ideally be. 2. Lorma Colleges does not fully manifest the dynamism, coherence and articulation of the different components that characterize a strong organizational climate rather, it has been characterized by the respondents as weak as compared to where the different dimensions ideally should be. RECOMMENDATIONS: Based on the aforementioned findings and conclusions, the following policy agenda for the College of Arts and Sciences are recommended: a. Conformity appears to be a dimension that weighs rather heavily on the members. In view of this, the challenge is to continue to create an environment in which all employees will want to continue to give their best. One way of meeting this challenge is not pressuring members to work with many do’s and don’ts. Among other things, the imposition of penalties that constitute double jeopardy, e.g. deduction in pay or its equivalent, withholding of salaries for non-compliance in meeting deadlines for the submission of syllabi, grades, and/or other reports, as well as failure to participate in activities which does not have a direct bearing on the basic responsibilities of teaching, be re-evaluated. Similarly, sanctions imposed on erring faculty and staff should be in consonance within the provisions of the Administrative Manual. b. Responsibility, standards, rewards, organizational clarity, warmth and support, and leadership which are perceived to be moderately characteristic thus, specific recommendation for each of these dimensions are made: b.1. Responsibility is seen to be moderately characteristic in the department. This goes to show that members are not yet empowered enough. This could be attributed to the fact they perform their tasks on what is prescribed (do’s) and proscribed (don’ts). This situation stifles creativity, resourcefulness, and initiative. In view of this, steps are needed to involve members to assume personal responsibility to achieve their part of organizational goals, make decisions, and solve problems without checking with superiors each step of the way be designed. Communicating clearly the institutional goals, involving the teachers in curriculum making and other matters concerning learning, delegating workloads equally, and exhibiting trust to every faculty members’ ability to do his/her responsibility should be maintained. b.2. Standards is on the same footing as responsibility. This implies that the emphasis on quality reference and outstanding production, as well as setting challenging goals and communicating these goal commitments to members is viewed as not so strong as it should be. Consequently, measures to motivate members not only to accomplish their tasks but also improving their ability to accomplish even more difficult tasks in the future be initiated. Said measures should include, but not necessarily limited to, cash incentives, promotions, and staff development. The Search for the Most Outstanding Teacher, and other awards and distinctions should remain as practices of the institution and the leader should do away from favoritism and personal biases and prejudices in the process of recommendation. c. b.3. Rewards another dimension perceived as moderately characteristic of the department. This appears to indicate that members feel that they are not fully recognized and rewarded for their good work. This perception leads to a situation where members are not motivated to work for better outputs and to retaliate to their leader. To remedy this situation, a detailed presentation of all the monetary as well as non-monetary benefits and privileges they receive be done. The institution should also continue in giving awards and distinctions to deserving employees. Particular attention should be given to the explanation of the ranking system which is the basis of their basic salaries. b.4. Organizational Clarity came out as moderately characteristic in the department. The perception is that things are not so well organized and that goals are not clearly defined. Consequently, this creates a situation where members do not fully appreciate the department and what it stands for. In view of this, measures to explain very clearly to the members the structure of the organization, its vision, mission, goals and objectives should be intensified. The mission, vision, goals, objectives, guidelines and policies should not be subject to each member’s own understanding and interpretation. It is a must that the members will have a common understanding of the guidelines and policies. The Orientation of employees every year should continue. Another way of doing this is to give each employee a copy of the Administrative Manual where each employee will base his actions, duties, and responsibilities in the institution. The Administrative Manual should also disclose to each employee the penalty/sanction whenever he violates policies. b.5. Warmth and Support – The College of Arts and Sciences of Lorma Colleges must have policies, rules and regulations as well as practices that promote and strengthen the bonding, spirit of camaraderie, and friendship among the faculty of the College of Arts and Sciences as a family. These must be maintained and enhanced further through departmental activities that will involve all members in the department. b.6. Leadership appeared to be moderately characteristic of the institution. This indicates that the members accept and reward leadership based on expertise with certain reservations. This brings about a situation where members view leadership more as a burden than a challenge and an opportunity for advancement. For this reason, measures to create a potential pool of leaders be adopted. Conducting seminars on management and leadership should be continued. It is strongly recommended that there should be a minimum number of years of stay in the position of leaders to avoid corruption and abuse of authority. Corollary to this is the provision of sufficient incentives and rewards for those who assume leadership positions.