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A Case Study of Ohio State University Extension’s 2009 Organizational Restructuring: Perceptions from Area Leaders and Regional Directors

Harker, Frances M.

Abstract Details

2012, Master of Science, Ohio State University, Agricultural and Extension Education.
Ohio State University Extension’s administration implemented a restructuring plan in 2009, OSU Extension reorganized, maintaining a county presence in 88 counties, into nine multi-county areas organized with three areas in each of three regions. Within the new organizational model, nine Area Leaders and three Regional Directors were primarily responsible as change agents for ensuring Extension educational program services were provided to all counties despite a reduction in force and diminished public funding. The purpose of this case study was to describe implementation of an area structure in the OSU Extension organization, examining the processes used during restructuring and subsequent outcomes of that process over a period of approximately 20 months. Objectives were to describe, from the viewpoint of Area Leaders and Regional Directors with the organization, (a) how the Extension Education and Research Area (EERA) structure had been implemented within the nine areas outlined in Ohio State University Extension’s 2009 restructuring model, (b) what worked or did not work well during the restructuring process, and (c) what was working or not working as a result of the restructuring process. Qualitative research methodology was used to develop a case study to answer research questions. All 12 Area Leaders and Regional Directors were invited and agreed to participate. A semi-structured interview guide was used to focus on answering the research questions. Data were analyzed using a coding system and organized by categories related to each research question. Significant findings from this study describe redefining staff roles in the new structure; creating structures for communication, program planning, and delivery; strategies, goals, and philosophies used in early stages; internal challenges and barriers to implementation, as well as external issues; working in the new structure; benefits to employees and programs; perceived challenges and barriers after 20 months; and what appeared to be working. Conclusions drawn from the findings indicated that Ohio State University Extension evolved from singular to more collaborative county entities and specialized and connected educators. Underlying dynamics of funding, programming, and staffing affecting reorganization and processes were apparent throughout the study. Guiding change for the future may mean having a solid communication plan and preparing organizational members through more intentional and focused strategies.
Graham R. Cochran (Committee Co-Chair)
Theresa M. Ferrari (Committee Co-Chair)
Jeff King (Committee Member)
177 p.

Recommended Citations

Citations

  • Harker, F. M. (2012). A Case Study of Ohio State University Extension’s 2009 Organizational Restructuring: Perceptions from Area Leaders and Regional Directors [Master's thesis, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1339771466

    APA Style (7th edition)

  • Harker, Frances. A Case Study of Ohio State University Extension’s 2009 Organizational Restructuring: Perceptions from Area Leaders and Regional Directors. 2012. Ohio State University, Master's thesis. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1339771466.

    MLA Style (8th edition)

  • Harker, Frances. "A Case Study of Ohio State University Extension’s 2009 Organizational Restructuring: Perceptions from Area Leaders and Regional Directors." Master's thesis, Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1339771466

    Chicago Manual of Style (17th edition)