Author : Tracey Lynn Lay
Publisher :
Page : 166 pages
File Size : 34,22 MB
Release : 2016
Category : After-school programs
ISBN :
As of 2014, more than 10.2 million school age children in the United States were enrolled in after school programs. Of that number, 99,710 children participated in after school programs in Connecticut (Afterschool Alliance, 2015). Existing research has shown that these programs can have positive impacts by keeping children safe, improving social interactions and enhancing academics (Huang, Gribbons, Kim & Lee, 2000; Mahoney, Lord & Carryl, 2005; Yandell, Reisner & Pierce, 2007). High quality activities, relationships and interactions can play a critical role in the positive outcomes achieved from children participating in after school programs. This study investigated the role of organizational culture in after school programs to better understand staff and student perceptions of and contribution to that culture through their activities, relationships and interactions. Using Schein's Model of Organizational Culture as a guiding basis for this investigation, qualitative research processes including focus groups and indepth interviews were used. 53 after school student participants in kindergarten through grade seven from rural, suburban and urban school-based locations were interviewed in a focus group setting and in-depth interviews of 17 staff from these same after school programs were held. Questions asked of both groups were categorized based on Schein's three elements: Artifacts/Behaviors (after school environment), Espoused Values (relationships within the after school program) and Assumptions (deeply held beliefs of the after school program staff). It was found that these after school program sites showed a strong sense of team and community connection. The climate was described as caring, nurturing, comfortable, connected, happy and laid-back. Positive communication strategies used by the staff was a theme across the program practices and seemed to impact the students' interactions, as well. The recommendations based on the results were: Establish a fonnalized Orientation and Mentoring System for all staff of the after school program as a way for new staff to learn about the existing culture from those that have been living it. Using the strengths of the existing behaviors (artifacts) within the after school enviromnent, the relationships (espoused values) within the after school program and the deeply held beliefs (assumptions) of the after school program staff, create an overall orientation and men to ring process for all new staff entering into the program so these three elements endure. Staff should link more with the students on the reasoning for intentional program plans, in order for the students to understand more clearly why certain things are taking place (or not) within the program. Being intentional on planning as an artifact of the program can help to strengthen the relationships (espoused values) within the after school program, particularly between the staff and students. The staff seem to be on the same page with each other and the communication appears to be a strong part of the organizational culture, but it would be helpful to remind the students why there are certain rules and program components. Offer more focus groups to the students in the program as a way to learn more about their thoughts, feelings and suggestions so they feel more connected leading to stronger relationships (espoused values) within the after school program. The students seemed to be very excited to be a part of the process for this project. They felt important and wanted to be heard. The students took this process very seriously and respectfully answered questions. The program could get valuable information on continuous improvement strategies based on the outcome of these focus groups.