Abstract
This investigation was designed to compare schools of allied health sciences which were polarized in terms of organizational climate. More specifically, a school of allied health science which had an open organizational climate was compared with a school which had a closed organizational climate in terms of: (1) the deans' leadership styles; (2) the deans' interpersonal relationships; (3) the deans' behavior in conflict situations; (4) selected program characteristics; (5) selected faculty characteristics; and (6) selected student characteristics. The study was concerned only with the deans, programs, faculties, and students of recognized schools of allied health sciences in four-year institutions of higher education in the state of Texas which met McTernan's 1974 description of a phase III school of allied health science. A review of the Texas State Coordinating Board Guide to Allied Health revealed six such schools located in various parts of the state. Halpin and Croft's Organizational Climate Description Questionnaire (O.C.D.Q.) was used to classify each school in relation to six organizational climates and rank them in respect to openness versus closeness. The O.C.D.Q. survey was restricted to full-time academic rank-holding faculty members of these schools. ...
Fennessy, Robert Lane (1979). A case study of Texas schools of allied health sciences polarized in terms of organizational climate. Texas A&M University. Texas A&M University. Libraries. Available electronically from
https : / /hdl .handle .net /1969 .1 /DISSERTATIONS -186400.