Organizational Culture and Learning in Student Affairs

Higher education has seen significant changes in operations that may pose challenges for the structure of student affairs divisions in the U.S. As a result, there is a need to explore organizational frameworks to effectively determine organizational operation. This descriptive quantitative study explores learning organization dimensions in relation to the culture that currently exists in the organization as well as to explore the preferred culture for the organization. Participants were full-time staff members (n=554) across departments within a division of student affairs at a large public university. The findings suggest incongruencies in current and preferred culture in a large student affairs organization, indicating a need to revisit organizational structures in student affairs.