Defense Copy - Thesis 2019

ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS:
APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY
TO THE SORORITY CONTEXT
A Thesis
Presented to
The Graduate Faculty of The University of Akron
In Partial Fulfillment
Of the Requirements for the Degree
Master of Arts
Elliot Georgiadis
August, 2019
ABSTRACT
In the 1970’s, Thomas J. Peters and Robert H. Waterman were among the first to
identify culture as playing a fundamental role in an organization’s success. Since then,
research has supported their findings and consistently shown how an organization’s
commitment to the development of a strong culture was directly related to positive
outcomes - establishing organizational culture as a significant theory within
organizational communication. However, its application in research has been mostly
limited to for-profit organizations. Using a modified version of the Organizational
Culture Survey, organizational culture theory was applied to nonprofit organizations in
the sorority context (Glaser, Zamanou, & Hacker 1987, as cited by Rubin, Palmgreen, &
Sypher, 1994, p. 263). While often the recipients of negative media attention, fraternal
organizations have been shown to have a positive impact on their members, making
application of organizational culture theory in this context of a potential benefit to these
unique organizations. Survey results in this study showed that measures of
organizational culture such as teamwork, morale, information flow, involvement, and
meetings, were positively correlated to member’s overall satisfaction with their sorority
experience. Further analysis revealed that cultural elements inherently existed within the
sorority experience and were directly related to membership satisfaction. The meaningful
insight provided in this data could be used as a foundation for the creation of improved
practices within women’s fraternities, thereby enhancing the overall membership
experience.
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TABLE OF CONTENTS
Page
LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .v
CHAPTER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi
I. INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
II. LITERATURE REVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Role of Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Role of Fraternal Organizations . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 11
Fraternal Organizations and Organizational Culture . . . . . . . . . . . . . . . . . . . . .19
III. METHOD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
IV. RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Quantitative Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Qualitative Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
V. DISCUSSION AND CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
Measures of Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Limitations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
Future Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58
REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
iii
APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
APPENDIX A: INSTITUTIONAL REVIEW BOARD EXEMPTION . . . . . . 65
APPENDIX B: INFORMED CONSENT LETTER . . . . . . . . . . . . . . . . . . . . . 66
APPENDIX C: QUESTIONNAIRE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
APPENDIX D: CODEBOOK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
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LIST OF TABLES
Table Page
1. Correlations of Organizational Culture Measures and Overall Satisfaction. . . . . . . . 29
2. Summary of Multiple Regression Analysis for Overall Satisfaction . . . . . . . . . . . . . 30
3. Correlations of Organizational Culture Measures and Length of Membership . . . . . 31
4. Correlation of Overall Satisfaction Membership, Getting a Job and GPA . . . . . . . . .31
5. ANOVA Results of Officer Status Related to Overall Satisfaction . . . . . . . . . . . . . .32
6. ANOVA Results of Officer Status Related to Organizational Culture Measures . . . 33
7. ANOVA Results of Length of Membership Related to Organizational Culture

Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
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LIST OF FIGURES
Table Page
1. Number of responses according to the state location of their college or university . .25
2. Mean satisfaction scores for those that were current officers and those that were
non-officers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
3. Mean scores within measures of OCS between officers and non-officers . . . . . . . . .34
4. Mean scores for measures of OCS based upon length of membership. Statistical
significance as determined by Bonferroni’s adjustment denoted with ‘*’ . . . . . . . . . . .37
5. Length of membership categorized based upon officer status . . . . . . . . . . . . . . . . . .38
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CHAPTER I
INTRODUCTION
Fraternal organizations have been a longstanding tradition of secondary
education institutions. However, their support has been limited as researchers have
stated the following:
Few environments within American higher education evoke more polarizing
perspectives than those related to fraternities and sororities. From their beginnings
in the 19th century, college presidents and faculty members attempted to ban
these organizations, arguing that they were incongruent within an educational
community. (Hevel & Bureau, 2014, p. 23)
While they have continued to be the frequent recipients of negative media attention, these
organizations do have the potential to positively impact their members (Busteed, 2014).
Men’s fraternities and women’s fraternities, also known as sororities, are nonprofit
organizations that operate much like a hyperactive microcosm of everyday society. They
seek to promote student’s personal growth by providing opportunities in areas related to
relationship building, leadership, philanthropic effort, and academic achievement during
the condensed time frame of their undergraduate studies (“Mission, Vision and Purpose”,
n.d.; “About IFC”, n.d.). In order for them to be successful in their goals and achieve a
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sense of fulfillment, members of these organizations must work together and
communicate efficiently as they rely upon their elected officers to carry out designated
duties and manage chapter operations. The roles and responsibilities for members within
this structure are similar to those of employees in a business. Yet despite the structure of
fraternal organizations and their parallels to society beyond the collegiate context, very
little academic research has been done using organizational communication theories as a
means of better understanding these unique organizations.
Application of organizational culture theory provides a unique way in which
fraternal organizations may be better understood and their practices and methods
improved upon. Organizational culture has been shown to have a direct impact on an
organization’s success, however, this has only been fully analyzed in the for-profit
context. In the late 1970s, Thomas J. Peters and Robert H. Waterman Jr. embarked on a
journey to analyze the most successful companies in the United States, or those that were
the largest and most profitable, in an effort to determine what it was that made them so
successful. Their findings were outlined in a book titled, In Search of Excellence:
Lessons from America’s Best-Run Companies, which was published in 1982. Peters and
Waterman found that regardless of size, industry, or location, successful companies all
shared similar qualities. Those qualities eventually led to the identification of unique
elements that were attributed to an organization’s success. Ultimately, what they found
was a collection of qualitative elements related to culture that shaped the structure of
thriving organizations.
Since then their research was expanded upon and culture theory grew in
significance within the field of organizational communication. While organizational
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culture has traditionally been shown to have an impact on the success of for-profit
organizations, this study looked at how the same principles can be applied to Greek life
communities and the potential impact it can have in assisting with the improvement of the
sorority and fraternity experience. Very little academic research has been done to identify
areas of strength or weakness regarding the operations of fraternal organizations, and less
still using communication theories to identify the impact of certain practices. A hole
within research exists as no academic literature provides a culture based approach to be
used as a foundation for understanding the dynamics within fraternal organizations and
how that may impact their success as a whole. In this study, elements of organizational
culture theory were applied in the sorority context, where success was measured based
upon members attitudes and overall satisfaction level with their experience.
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CHAPTER II
REVIEW OF THE LITERATURE
Role of Organizational Culture
Establishment of organizational culture theory. After analyzing successful
companies in the United States such as Disney, McDonald’s, and Hewlett-Packard,
Peters and Waterman (1982) found a unique set of elements that contributed to the
success of these organizations.The overarching theme in what Peters and Waterman saw
was a diligent commitment to company values that was reflected through the
organization’s culture. This commitment was crucial as culture and its driving values
were pervasive throughout every element of the organization. Employees needed to either
completely buy into those values and adopt them as their own, or opt out of the
organization altogether (Peters & Waterman, 2004). To Peters and Waterman, shaping a
culture that was in alignment with core values was an essential part of what created a
successful company. They stressed the importance of a values based culture, and the
mechanisms through which that could be achieved. This research was used as a
foundation for improved organization practices and was shown to positively impact an
organization’s success (Posner et al., 1985; Gregory et al., 2009; Marcoulides & Heck,
1993; Meglino et al., 1989; Fitzgerald & Desjardins, 2004; Azanzaa et al., 2013; Berson
et al., 2008; Johnson & McIntyre, 1998; Lok & Crawford, 2004).
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Throughout the field of communication research, it would be important to note
that many connections had been made between the nature of communication and the
fundamental aspects of culture. Texts on the subject had even acknowledged that, “it has
often been said that communication and culture are inseparable” (Jandt, 2018, p. 18).
This could be said due to the manner in which culture survives, as the very nature of a
culture’s existence is based upon the ability of its members to pass on the pillars of their
culture. Generally speaking, culture is a combination of experiences, behaviors, and
values that rely upon, “the process of social transmission of these thoughts and behaviors
form birth in the family and schools over the course of generations” (Jandt, 2018, p. 10).
In this view, communication then is defined as, “the means by which individuals learn
appropriate behaviors and the means by which those behaviors are regulated” (Jandt,
2018, p. 18). Therefore, when looking at aspects of culture, it would be important to note
the fundamental role that communication plays. This would be true not only for a
geographic or ancestral reference to culture, but also the organizational form of culture
that was studied by Peters and Waterman (1982). Schein (2010), whose book was first
published in 1985, also understood how vital organizational culture was to an
organization's success. In providing an analysis of organizational culture dynamics and
their relation to leadership, he too acknowledged the integral aspects of culture such as
the behavior, norms, and values that contributed to the construct overall (Schein, 2010).
While Peters and Waterman (1982) were among the first to acknowledge the
significant role culture played in an organization’s success, they were not alone.
Ultimately continuation of research showed, through a variety of mechanisms, that
organizational culture was directly related to an organization’s success. As the theory
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continued to be tested and expanded, a more solidified and established structure of
organizational culture and its specific elements was developed. Gregory, Harris,
Armenakis, and Shook (2009) used the principles originally outlined by Schein (2010) to
define organizational culture as, “a set of beliefs, values, and assumptions that are shared
by members of an organization” (Gregory, Harris, Armenakis, & Shook, 2009, p. 673).
Azanzaa, Moriano, and Molero (2013) also referenced a more modern and developed
definition of organizational culture which said it to be, “the set of key values,
assumptions, understandings, and norms that is shared by members of an organization
and taught to new members as correct” (p. 46). Overall, a more fully articulated construct
was ingrained throughout literature which continued to identify and highlight the various
variables and mechanisms that contributed to culture.
Key variables of organizational culture. Several mechanisms were identified
throughout literature as being key drivers of organizational culture. Glaser, Zamanou, and
Hacker (1987) focused on the more communicative elements and sought to provide an
operationalized and measured analysis of the construct. In their research, the authors
developed the Organizational Culture Survey which assessed what they identified as six
key elements of culture. These six measures used to build their survey were teamwork,
morale, information flow, involvement, supervision, and meetings. In implementing and
testing their survey, Glaser et al. found that employee morale was negatively impacted
when a perception existed that managers or leaders within an organization did not listen
to or value their employees. Morale was also negatively impacted by a lack of
information sharing which caused dissatisfaction among employees. The authors stated,
“This blocking [of information] has apparently created a culture where employees are
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sometimes uncertain about what they are expected to do, and where they often feel
unrecognized for their good work and unjustifiably criticized for their mistakes” (Glaser,
et al., 1987, p. 190). The findings by Glaser et al. added to the understanding of the ways
in which culture could impact members of an organization, and their survey is one that
has been continued to be used as a way to study the elements of culture within an
organization.
Similarly, Marcoulides and Heck (1993) used a mixed methods approach to study
what they deemed to be five observable variables related to culture which were
organizational structure, organizational values, task organization, organizational climate,
and employee attitudes. The authors stated that this research represented, “an initial step
to describe and evaluate the effects of various dimensions of organizational culture as a
means to develop or extend theories that can explain why some organizations outperform
others” (Marcoulides & Heck, 1993, p. 223). Their results confirmed the relationship of
the stated variables associated with organizational culture as predictive of organizational
performance and were consistent with other literature (Marcoulides & Heck, 1993).
Other studies continued to validate existing research. Done through the lens of
customer service, Johnson and McIntyre (1998) looked at the impact of organizational
culture and climate on an organization’s effectiveness through employee job satisfaction.
They cited Schneider and Bowen (1985) who found that, “positive experiences of
customers are associated with quality work environments for employees and employees'
well-being” (Johnson & McIntyre, 1998, p. 843). After studying over 8,000 government
agency employees, the findings by Johnson and McIntyre (1998) supported research that
had identified other key variables such as autonomy and responsibility, involvement and
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participation, recognition for contributions, and open communication as affecting job
satisfaction. Johnson and McIntyre summarized their research by stating, “Organizational
practices that maximize job satisfaction will likely enhance employee's' service to
customers, and their commitment and willingness to contribute to the organization's
business success” (1998, p. 849). The essence of the study rang true domestically as well
as globally. Lok and Crawford (2004) did a cross-national comparative study with Hong
Kong and Australian managers and sought to establish a relationship between
organizational culture with job satisfaction and commitment. Lok and Crawford found,
just as Johnson and McIntyre, that culture was an important antecedent of job satisfaction
and commitment.
Berson, Oreg, and Dvir (2008) identified additional elements of organizational
culture by looking specifically at how CEO values could directly shape a culture and how
that in turn impacted organizational outcomes. They found CEOs played an important
role as they were who became responsible for enhancing and maintaining culture, even
with changing demands in the workplace. Therefore, it was seen that CEOs who valued
freedom and creativity enhanced their organization’s culture which contributed to higher
performance outcomes. In contrast, CEOs who used standard and strict procedures and
developed a typical, bureaucratic culture, had a negative relationship with employee
satisfaction (Berson, Oreg, & Dvir, 2008).
Azanzaa, et al. (2013) studied how a variety of elements of organizational culture
could permeate every aspect of an organization, particularly through its demonstrated
relationship with employee retention, leadership behavior, and organizational
effectiveness. In their study, the authors extended existing research by examining the
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role that leadership plays specifically in employee development and job satisfaction, and
overall, its relationship to organizational culture (Azanzaa et al., 2013). After they
collected data from several hundred employees working in Spanish companies in a
variety of industries, Azanzaa et al. found the element of authentic leadership to be an
important piece in the relationship between culture and job satisfaction. Throughout
different studies that identified various mechanisms, organizational culture had been
shown to have a clear impact on an organization’s success (Azanzaa et al., 2013; Berson
et al., 2008; Johnson & McIntyre, 1998; Lok & Crawford, 2004; Marcoulides & Heck,
1993).
The role of values in organizational culture. Among those identified elements
of organizational culture, such as leadership and job satisfaction, values had been shown
to play a critical role as well. Posner, Kouzes, and Schmidt (1985) conducted a research
study on the relationship between values and corporate culture. Overall, the authors
believed what defined a strong organizational culture was clarity of and commitment to
its values. Posner et al. sought to show how a shared values system, the relationship of
values between the organization and its employees, positively impacted corporate
cultural. They found that shared values related to many things, including feelings of
personal success, organizational commitment, ethical behavior, and the overall meeting
of organizational goals (Posner et al., 1985). In the end, findings showed a strong,
positive correlation between shared values and organizational success measures. This
information provided was significant for companies as it highlighted the importance of
such as clarification and communication of values, sound recruiting and training
practices, and reward systems (Posner et al., 1985).
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Meglino, Ravlin, and Adkins (1989) also acknowledged that values influenced
interpersonal interactions and, when positive, were, “essential to the success of
interpersonal activities because they reduce or eliminate uncertainty, stimulus overload,
and other negative features of work interactions (Schein, 1985), thereby enhancing
coordination, job satisfaction, and organizational commitment” (Meglino, Ravlin,
Adkins, 1989, p. 424). In their study, the authors found a positive relationship between
those relationships with congruent values and employee job satisfaction and overall
commitment to the organization. Fitzgerald and Desjardins (2004) further established the
relationship between an organization’s values and that organization’s culture, however,
stressed that simply creating a list of declared values was not enough (Fitzgerald &
Desjardins, 2004, p. 121). The authors found that those who, “clearly defined and
communicated organizational values, reported that employees are more involved in the
organization and more participatory in decision making” (Fitzgerald & Desjardins, 2004,
p. 133). This research highlighted how important it was for an organization not just to
possess a set of values, but clearly communicate them with employees.
Other researchers continued to fill the void in culture research by examining how
employee attitudes could be used to explain how organizational culture so greatly
impacted the organization’s performance. Gregory et al. (2009) postulated that the link
with culture existed because employees behaved in a way consistent with their values,
and at its most essential level, organizational culture was derived from a set of shared
values. Gregory et al. stated, “Therefore, the culture of an organization should create
behavioral expectancies that direct the employees to behave in ways that are consistent
with its culture. This relationship between culture and behavior is the theoretical basis for
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the assertion that culture influences effectiveness” (2009, p.674). The authors tested their
ideas by surveying the management team from hospitals across the United States owned
by a single, parent company, and found a positive relationship between group culture and
patient satisfaction. Gregory et al. was able to reinforce the idea that organizations that
were committed to values would provide better service than those that do not, as evident
by the empirical data that showed a relationship between reported attitudes of culture and
patient satisfaction (Gregory et al, 2009).
The development of organizational culture theory in the decades since its
establishment has shown just how impactful culture can be on an organization’s success.
A variety of mechanisms, such as leadership and job satisfaction, were identified as being
key elements of a strong organizational culture (Azanzaa et al., 2013; Gregory et al.,
2009; Johnson & McIntyre, 1998; Lok & Crawford, 2004). In addition, commitment to
values was consistently present throughout research and shown to be a direct link
between positive organizational culture and an organization’s success (Posner et al.,
1985; Gregory et al., 2009; Marcoulides & Heck, 1993; Meglino et al., 1989; Fitzgerald
& Desjardins, 2004). However, the body of current literature tended to focus on standard,
for-profit organizations, with little application in the area of nonprofit organizations. For
application of culture theory to nonprofit organizations, the context of collegiate fraternal
organizations was used.
Role of Fraternal Organizations
Structure of fraternal organizations. In order to understand the way in which
organizational culture theory may be applied to the collegiate context of sororities, a
foundation of knowledge regarding unique nature of fraternal organizations must be
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established. Generally speaking, neither sororities or fraternities operate independently.
Each individual organization, known as a chapter, must be a registered member of their
campus community, the national governing council for their specific sorority or
fraternity, as well as their respective national conference that serves as the collective
governing body for all fraternities and sororities. For example, the National Panhellenic
Conference has served as the governing body for all women’s fraternities since 1902,
while the North American Interfraternity Conference has served as the governing body
for all men’s fraternities since 1909 (Mission, Vision, and Purpose, n.d.; North American
Interfraternity Conference, n.d.). Those that have been historically African-American
fraternal organizations have been governed by the National Pan-Hellenic Council since
1930 (Our history, n.d.). With each body of oversight, whether at the collegiate, national,
or international level, all fraternal chapters must closely adhere to any and all by-laws
and policies set forth. Any chapter that wishes to maintain good standing with their
undergraduate institution and national governing board must meet their outlined
requirements and comply with regulations on an annual basis. Failure to meet those
requirements could result in the loss of a chapter’s charter, which would effectively end
their existence on their campus community.
From a structural standpoint, fraternal organizations rely on their elected officers
to manage chapter operations. Serving as an officer of a sorority or fraternity comes with
designated duties that are vital to the overall functioning and well-being of the
organization (Althen, 2014). Therefore, in order for chapters to operate efficiently, all
officers must work together productively to coordinate and execute their responsibilities.
The number of officers, their titles, and their specific responsibilities, could vary based
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upon an individual chapter’s size. However, each fraternal organization traditionally has
the position of a president, recruitment officer, philanthropy officer, secretary, and
treasurer (Sorority officer basics, n.d.). Appropriate training is provided and expected for
each of those individuals who are elected to an officer position. Proper instruction is
important for members who take on new responsibilities as they play a critical role in
chapter operations. Training is also highly necessary when considering the amount of
transition that occurs within an individual fraternal organization, as new officers are
elected annually (Sorority officer basics, n.d.).
Information on a specific women’s fraternity was assessed for context. The Alpha
Gamma Delta women’s fraternity was founded in 1904. Since its establishment, 194
chapters have been installed throughout the United States and Canada (History, n.d.).
Alpha Gamma Delta described itself as, “an international women's fraternity that
promotes academic excellence, philanthropic giving, ongoing leadership and personal
development and above all, a spirit of loving sisterhood. Guided by our Purpose, Alpha
Gamma Deltas strive to attain a higher standard, thereby improving their lives, the lives
of those around them, and the communities in which they live” (History, n.d.). From an
operational standpoint, this particular women’s fraternity provides a chapter structure that
allows for up to 23 elected officer positions (Collegiate officer structure and elections
process, n.d.). Of those positions, 12 are considered members of the Executive Council.
The Executive Council includes the position of the chapter president and 11 vice
president. This makes up the core of the chapter’s officers and is the required minimum.
Some examples of vice president positions were marketing, administration, finance,
recruitment, academic affairs, and event planning (Collegiate officer structure and
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elections process, n.d.). Depending upon the chapter size, there was an opportunity for a
chapter to have 11 additional officer positions that served as support to the vice
presidents (Collegiate officer structure and elections process, n.d.). While slight
differences exist between individual sororities and fraternities, this women’s fraternity
served as a model that represented the typical structure within fraternal organizations.
Beyond the standard operating procedures that exist within men’s and women’s
fraternities, a final and greatly important element to note was the role of values in each
chapter. In order to reach their goal of providing meaningful experiences for
undergraduate students, sororities and fraternities strive to operate on a day to day basis
in a manner that aligns with their organization’s values. While nuanced differences may
exist between individual chapter’s espoused values, both men’s and women’s fraternities
have always operated under the same general sense of integrity and unity. The National
Panhellenic Conference reflected the goals of women’s fraternities nationally by stating
that, “We are committed to relationships built on trust through transparency,
accountability and mutual respect. Innovation and our core values of friendship,
leadership, service, knowledge, integrity and community guide us in fulfilling our
mission” (Mission, Vision and Purpose, n.d.). Similar ideals could be seen in the creed of
the North American Interfraternity Conference which said, “We, the Interfraternity
Council, exist to promote the shared interests and values of our member fraternities:
leadership, service, brotherhood and scholarship. We believe in Fraternity and that the
shared values of Fraternity drive the IFC to create better communities, better chapters and
better men” (About IFC, n.d.). These values are incorporated into the mission statements
and declared purposes of each individual chapter that exists on any collegiate campus.
14
The acknowledgement and incorporation of values into daily practices are similar in
nature to the way a business organization functions based upon their own established
values. This understanding of the nature and structure of fraternal organizations was
important to establish before examining their potential impact on individuals.
Impact of fraternal organizations. Though still an area of limited academic
study, research has suggested there is a potential for fraternal organizations to have a
beneficial impact on an individual's growth and achievement. Routon and Walker (2016)
used existing research to outline the positive relationship that had been found to exist
between the sorority and fraternity experience and a member’s post-graduate life. The
authors conducted an analysis of current literature and relevant data to summarize the
areas of impact that sororities and fraternities could have on their members. The authors
shared general figures and stated that, “The North American Interfraternity Conference
(2015) reports that half of the top ten of Fortune 500 CEOs are—and 44 percent of
American Presidents, 31 percent of Supreme Court Justices, and 39 senators and 106
Congressmen in the 113th Congress have been—Greeks” (Routon and Walker, 2016, p.
61).
Routon and Walker went beyond general statistics and referenced a study
conducted by Gallup-Purdue, which added to the understanding of the benefits that are
possible from affiliation with a fraternal organization. In their research, over 30,000
graduates were part of a study that sought to understand life outcomes related to
participation in sororities or fraternities. When it came to on campus factors, individuals
that were members of fraternal organizations reported that they had felt more connected
to their professors and academic studies. In their post graduate lives, Gallup stated that,
15
“Fraternity and sorority members' engagement advantage indicates that they are more
likely to be intellectually and emotionally connected to their organizations and
enthusiastic about their work. Overall, 43% of fraternity and sorority members who are
employed full time for an employer are engaged in the workplace, compared with 38% of
all other college graduates” (Busteed, 2014, p. 7). Through the study, Busteed found that
those who had been in a sorority or fraternity were more likely than those who had not to
have a greater sense of purpose in their work, strong relationships with friends and
family, be financially stable, feel engaged in their community, and be more physically
healthy.
Other researchers that have sought to provide a research-driven analysis regarding
the impact of fraternities and sororities on members have found evidence that
contradicted critics of those organizations. In their study, Hevel and Bureau (2014)
collected data on the relationship between sororities and several measures that included
critical thinking, moral reasoning, intercultural competence, inclination to inquire,
lifelong learning, psychological well-being, and leadership. The authors found that, “On
all educational outcomes explored by the WNS except leadership, fraternity/sorority
membership had no direct effect” (Hevel & Bureau, 2014, p. 29). This contradicted
critics who claimed fraternal organizations negatively impacted the academic experience,
yet did not advance the argument of supporters who claimed they enhanced the academic
experience. In terms of leadership, the study found, “In the first year of college, fraternity
and sorority membership was associated with significant gains in socially responsible
leadership. However, by the fourth year of college, these significant differences
attributable to fraternal membership had dissipated” (Hevel & Bureau, 2014, p. 29). This
16
identified an unsustained area of impact among members which again contradicted critics
but did not enhance the argument of supporters.
Additional studies have had similar findings. Using a web-based survey, Asel,
Seifert, and Pascarella (2015) conducted a study among undergraduate students at a large,
midwestern, public university. In their analysis they found that, “no evidence suggested
first-year or senior fraternity/sorority members were less academically engaged than their
unaffiliated peers” (Asel, Seifer, Pascarella, 2015, p. 7). The study again contradicted the
argument that fraternal organizations negatively impact members’ academic success.
However, Asel et al. did not find that the academic experience was enhanced by those
who were first-year members of fraternal organizations.
Values in fraternal organizations. As previously stated, fraternal organizations
are values based organizations (Mission, Vision and Purpose, n.d.; About IFC, n.d.).
Meaning that all chapter operations, events, and philanthropic endeavours carried out on
any given day are meant to serve as a reflection of the organization’s core values. While
specific values vary from chapter to chapter, overall, the theme with which fraternal
organizations operate under was the same (Mission, Vision and Purpose, n.d.; About
IFC, n.d.). However, the emphasis placed upon values within an organization may not
always transfer to behavior carried out beyond the organization.
Matthews, Featherstone, Bluder, Gerling, Loge, and Messenger (2009), examined
the relationship between the espoused values of sororities and fraternities and the
everyday behavior of its members. The intent of examining the proposed relationship and
looking for patterns was to provide professionals with information to enhance the
fraternal experience by identifying any inconsistencies in behavior. The study used a
17
qualitative approach by observing member behavior on a bus that students took from
their fraternal housing to campus. What the authors highlighted with their research was a
disconnect between the values stated by the sororities and fraternities and the ones acted
upon by their members on a daily basis, as the enacted values of those riding the bus were
only partially congruent with their organization’s espoused values (Matthews et al.,
2009). For example, the authors shared that many members were comfortable discussing
their behaviors of regular alcohol abuse publicly, which was a behavior that contradicted
the community’s espoused value of wellness (Matthews et al., 2009). The findings were
significant as they acknowledged a failure in the membership experience. Matthews et al.
stated that, “It is evident that although chapters build community and friendships through
their activities, they still foster destructive values like alcohol abuse, homogeneity, and
poor cognitive development” (2009, p. 37). A positive of the study was that it drew
attention to an opportunity for further research and the advancement of practices within
these organizations. The authors stated that by acknowledging this, “one can move past
conversation confined to organizational creeds into an action-based approach by helping
develop programs, activities, and behaviors that connect the enacted and espoused
values” (Matthews et al., 2009, p. 37).
Schutts and Shelley (2014) took a unique approach in understanding the role of
values in fraternities and sororities and used a conceptual model that acknowledged
relationships between values congruence, organizational commitment, organizational
identification, and unethical behavior intended to benefit the organization. Specially, they
looked to gain insight into how espoused values could become distorted and therefore
lead to negative actions carried out by members. A questionnaire was used to collect data
18
from 170 undergraduate students at a southeastern, medium sized public institution. What
the authors found confirmed that in certain instances, “commitment is related to unethical
behavior intended to benefit organizations” (Schutts & Shelley, 2014, p. 46). Yet in some
other cases, “a large emphasis on both identification and commitment to the organization
can establish an ethos where unethical acts are likely to occur less frequently” (Schutts &
Shelley, 2014, p. 46). Essentially, the organization’s structure could influence the manner
in which members identified with their fraternity or sorority and their behavior then
related to that identity. The study by Schutts and Shelley provided unique insight into
how espoused values and value congruence can impact a fraternal organization.
However, the authors’ data analysis and conclusive summary of its findings were at times
unclear and may have left a reader with more questions regarding the topic. The study
overall served to highlight a gap within the field of research regarding fraternal
organizations.
Fraternal Organizations and Organizational Culture
Connections between fraternal organizations and society. The lack of
statistically significant data measuring the effects of either sororities or fraternities
relationship to educational and personal outcomes highlighted the opportunity to establish
more research-driven practices within the field. When looking to assess the complex
structures and elements that exist within the fraternal context, application of culture
theory would be appropriate. As was seen throughout the research, many parallels could
be drawn between fraternal organizations and the for-profit organizations that exist
throughout society. Though they are undergraduate, nonprofit organizations, similarities
19
exist between the structure of fraternal organizations and the structure of more standard,
for-profit business organizations.
Both men’s and women’s fraternities operate under a guiding set of principles and
rules, much like the regulations that exist within a business (North American
Interfraternity Conference, n.d.; Mission, Vision, and Purpose, n.d.). In addition,
sororities and fraternities operate as a unit that relies upon elected officers who are
expected to uphold their responsibilities, maintain the chapter on a day to day basis, and
overall, reach the organization’s goal of providing an experience that is a reflection of
their core values. Those responsibilities and how they are delegated, communicated, and
executed, are similar to how any employ follows direction within an organization.
However, the time constraints and social factors within the fraternal context make it a
rather unique environment, compounding and enhancing the elements involved with
traditional workplace relationships. A former member of a women’s fraternity
summarized this by stating, “Just like any business, [the Executive Board] makes difficult
decisions regarding expenses, staffing and house rules. The committee is responsible for
the full operations of the house year-round — things like feeding the chapter members,
paying house bills, budgeting for activities, and dealing with unforeseen expenses. If you
didn’t do your job, you were going to hear from 100 angry girls who had to take cold
showers!” (Althen, 2014). The various factors involved outline some of the connections
that can be made between sororities and fraternities and for-profit organizations, while
underlining the components of fraternal organizations that make them an interesting area
of further study.
20
The important role of values was also seen as a common thread between the world
of traditional, for-profit organizations and that of fraternal organizations. In the business
world, both organizational values and a strong commitment to those values has been
shown throughout research as having a profound impact on the success of organizations
(Marcoulides & Heck, 1993; Posner et al., 1985; Meglino et al., 1989, Fitzgerald &
Desjardins, 2004; Gregory et al., 2009). While some data on the influence of fraternal
values existed, it was insufficient in providing a true understanding of its impact or
establishing a foundation for the development of improved practices in sororities and
fraternities. Schutts and Shelly (2014), who touched upon the role of values and the
importance of value congruence, did not go so far as to indicate how their findings could
be used by a fraternal organization as a way to increase positive organizational outcomes.
In regards to the ability to achieve the goal of clearly and undeniably having a positive
influence on members, Hevel and Bureau (2014) stated the following:
Campus professionals and fraternity/sorority staff should develop the skills to
provide guidance and counsel on areas such as academic programming,
intercultural competence, and leadership development. As they advocate for these
organizations, they must develop the skills needed to match the learning
experiences of members with the espoused values of fraternities and sororities. (p.
34)
Academic literature has shown that an organization’s efforts towards a commitment to its
values was a key element of a strong organizational culture, and a strong organizational
culture can have a direct impact on an organization’s success (Posner et al., 1985;
Gregory et al., 2009; Marcoulides & Heck, 1993; Meglino et al., 1989; Fitzgerald &
21
Desjardins, 2004). Yet organizational culture theory has been limited in its application
beyond the for-profit realm in both the fields of communication and business. Again, the
context of sororities and fraternities provides an opportunity for application of culture
theory in a meaningful manner beyond the traditional way in which it has been studied.
In reviewing the research, fraternal organizations provide a unique context to
apply organizational culture theory as they are a nonprofit organization where success
and failures have the potential to make a significant impact on the lives of their members.
In addition, the structural similarities between these organizations and traditional
business organizations have been established to justify the theory’s application. To assess
the culture within a fraternal organization, the Organizational Culture Survey (Appendix
C) may be used. As previously discussed, this survey developed by Glaser et al. sought to
assess the structures that had been identified through research as being contributing
factors of an organization's culture (1987). The author’s identified measures of teamwork,
morale, information flow, involvement, and meetings, are ones that would be applicable
to the sorority and fraternity context. When then looking at how culture impacted the
organization’s overall success, membership satisfaction will be assessed. As research
established, job satisfaction was seen to be a measure of success and one that was
influenced by culture, making it an appropriate measure in the fraternal context (Johnson
& McIntyre, 1998). Therefore, after assessing the literature on organizational culture
theory and fraternal organizations, the following was proposed:
RQ: What is the relationship between the organizational culture of fraternal
organizations and membership satisfaction?
RQA: In what ways does teamwork impact membership satisfaction?
22
RQB: In what ways does morale impact membership satisfaction?
RQC: In what ways does information flow impact membership
satisfaction?
RQD: In what ways does involvement impact membership satisfaction?
RQE: In what ways do meetings impact membership satisfaction?
23
CHAPTER III
METHOD
Participants
The study implemented a convergent parallel mixed methods design (Cresswell,
2014), as both quantitative and qualitative data was collected through an online survey
generated using Qualtrics. The survey was distributed by email to members of both
national and international women’s fraternities through direct outreach to university
councils and individual chapter presidents. In order to participate in the survey,
respondents had to be at least 18 years of age and current members in good standing of a
collegiate sorority in the United States or Canada. An informed consent disclaimer was
provided at the beginning of the survey response (Appendix B). Given the multitude of
Greek life representatives that were contacted and asked to share the survey with their
members, the number of individuals that the survey was distributed to and had the
opportunity to participate was unknown. Ultimately, 536 individuals began the
questionnaire with 236 providing a complete response that was used for analysis. Based
upon this information alone, a response rate of 44% occurred. Regionally speaking,
responses came from across the United States, a majority of which, or 36%, being from
Ohio (Figure 1, next page). Of those completed responses, 192 individuals, or 82%,
attended a public school and 44, or 18%, attended a private school. While the respondents
specific age was not collected, participants were asked how long they had been a member
24
of their particular sorority. In total, 18 of the respondents were newly initiated members
in their first semester, 88 were in their second or third semester, 65 were in their fourth or
fifth semester, and another 65 had been an active member of their sorority for over five
semesters.
Figure 1. Number of responses according to the state location of their college or
university.
Data Collection
To measure organizational culture, respondents reported their level of satisfaction
in each of the following areas: teamwork, morale, information flow, involvement, and
meeting efficiency. These areas were measured using an adapted version of the
Organizational Culture Survey (OCS), which was developed by Glaser et al. (1987, as
cited by Rubin, Palmgreen, & Sypher, 1994, p. 263) (Appendix C). The OCS was used as
a foundation for assessing satisfaction among employees with regards to the culture
within their institution. Questions were altered to fit the context of higher education and
fraternal organizations, as opposed to the typical work environment reflected in the
25
standard OCS. However, as mentioned in the review of literature, only five of the six
measures were included in the survey. The OCS measure of supervision was excluded as
it was less applicable to the context of women’s fraternities. The final 28 item survey
used a Likert-type scale ranging from ‘to very little extent’ (1) to ‘to very great extent’
(5) (Rubin et al., 1994, p. 264).
For the OCS, it was stated that, “Glaser et al. (1987) reported Cronbach alphas for
the subscales ranging from .63 to .91, which was acceptable” (Rubin et al., 1994, p. 264).
Each of the subscales were further assessed through interim correlations and any with
only a limited relationship were dropped from the measure. The test-retest reliability,
which was done with 35 subjects, was satisfactory, as indicated by the authors (Rubin et
al., 1994). Glaser et al. (1987) conducted observations and in-depth interviews in
conjunction with the OCS. The interviews were coded in accordance with the six
subscales established in the OCS and reinforced the analysis of the scale data (Rubin et
al., 1994). In this research study, the selected subscales of culture within the OCS, which
were teamwork (α = .92), morale (α = .91), information flow (α = .85), involvement (α =
.89), and meetings (α = .86), were also found to be highly reliable.
The dependent variable of the study was membership satisfaction. This was
measured using an adapted, single global rating question on job satisfaction. The adapted
question for the survey, which was initially developed by Scarpello and Campbell, simply
asked, ‘Overall, how satisfied are you with your membership?’ (1983, as cited by Nagy,
2002, p. 78). Respondents were given a seven point Likert-type scale ranging from
‘highly satisfied’ (1) to ‘highly dissatisfied’ to report their membership satisfaction. In
addition, the survey included other various demographic and membership based
26
questions to gain insight into how the mechanisms of organizational could influence a
member’s experience. Respondents were asked to report on how long they had been a
member of the chapter, whether or not they were currently a chapter officer, and their
most recent semester GPA. They were also asked to share how likely they thought their
experience would help them get a job in the future, and how likely they felt it was they
would graduate within five years. These questions were based upon relevant literature
pertaining to the impact of fraternal organizations on life outcomes. Both questions gave
respondents options again using a Likert-type scale that ranged from ‘extremely likely’
(1) to ‘extremely unlikely’ (5).The survey also asked participants to report how many
other fraternal organizations were on their campus, if they attended a public or private
school, and what state was their school was in.
Finally, the survey incorporated qualitative elements through the use of three
open-ended questions that allowed respondents to provide more personal opinions on
their experience. The questions were developed based upon the reviewed communication
literature and existing research on fraternal organizations. The goal of these questions
was to gain further and more meaningful insight into nature of communication within
fraternal organizations and the overall sorority experience. The first question asked,
“What do you wish your chapter president knew about their communication style and its
impact on your chapter?”. The next two asked, “What has been the most positive part of
your experience as a member of your sorority or fraternity?” and, “What has been the
most negative part of your experience as a member of your sorority or fraternity?”.
27
Data Analysis
For the quantitative data, the means were derived for the each measures of
organizational cultures within the OCS to be able to assess the categories against
membership satisfaction and other demographic variables. Correlational analyses were
then conducted to identify any relationships between the measures of organizational
culture and overall satisfaction, as well as the other demographic variables included in the
questionnaire. A regression analysis was also conducted to identify which measures of
culture were the greatest predictors for membership satisfaction. ANOVAs were also
used to identify any area of meaningful relationship between demographic variables and
attitudes towards organizational culture.
For the qualitative portion, responses were analyzed within their respective
question as each proposed a different line of inquiry. The responses within each question
were then grouped according to themes that emerged upon assessment. These were then
categorized and identified in the codebook (Appendix D). Responses were adjusted to
exclude names or other personal identification information that a participant may have
included in their answer.
28
CHAPTER IV
RESULTS
Quantitative Results
To answer the research questions, a correlational analysis was conducted to
examine the relationship between measures of organizational culture and membership
satisfaction. Each of these measures, teamwork (r(236) = .592, p < .001), morale (r(236)
= .760, p < .001), information flow (r(234) = .618, p < .001), involvement (r(236) = .680,
p < .001), meetings (r(236) = .570, p < .001), were strongly correlated with a member’s
self-reported level of overall satisfaction (Table 1).
Table 1
Correlations of Organizational Culture Measures and Overall Satisfaction (N = 236)
Variables Overall Satisfaction
1. Teamwork .592**
2. Morale .760**
3. Information Flow .618**
4. Involvement .680**
5. Meetings .570**
**. Correlation is significant at the 0.01 level (2-tailed).
A regression analysis was then conducted to determine which measure of
organizational culture was the strongest predictor of membership satisfaction (Table 2,
next page). Three factors were found to explain nearly 63% of variance (R² = .625,
29
F(3,230) = 127.574, p < .001). Morale was the strongest predictor of satisfaction (b =
.828, t(234) = 9.036, p < .001), followed by involvement (b = .278, t(234) = 3.549, p <
.001). Finally, the third highest predictor of membership satisfaction was information
flow (b = .203, t(234) = 2.304, p = .022).
Table 2
Summary of Multiple Regression Analysis for Overall Satisfaction (N = 234)
Variables B SE B t
p
Morale .828 .092 .515 9.036

.000
Involvement .278 .078 .225 3.549
.000
Information Flow .203 .088 .138 2.304
.022
Notes. R² = .625
To further assess the data and identify any patterns or significant relationships,
another series of correlational analyses was conducted. First, length of membership was
assessed against the five measures of organizational culture implemented from the OCS
(Table 3, next page). Four of the five measures, including teamwork (r(236) = -.130, p =
.047), morale (r(236) = -.151, p = .020), involvement (r(236) = -.176, p < .01), and
meetings (r(236) = -.286, p < .01), were found to have a statistically significant, negative
correlation with the increase in length of membership.
30
Table 3
Correlations of Organizational Culture Measures and Length of Membership (N = 236)
Variables Length of Membership
1. Teamwork -.130*
2. Morale -.151*
3. Involvement -.176**
4. Meetings -.286**

*. Correlation is significant at the 0.05 level (2-tailed).
Several other factors were assessed against overall satisfaction (Table 4). Length
of membership was found to have a negative correlation with satisfaction (r(236) = -.140,
p = .031), as well as an individual's most recent GPA (r(236) = -.133, p < .001). An
individual’s belief in the likelihood that their sorority experience would help them
acquire a job after graduation was found to be positively correlated with overall
satisfaction (r(236) = .387, p < .001). No statistical significance was found in the
relationship between overall satisfaction and how likely an individual was to graduate
within five years, though a positive correlation was seen between GPA and anticipated
graduation (r(235) = .209, p = .031).
Table 4
Correlation of Overall Satisfaction with Membership, Getting a Job and GPA (N=236)
Variable Overall Satisfaction
1. Length of Membership -.140*

2. Getting a Job After Graduation .387**
3. GPA -.133*

*. Correlation is significant at the 0.05 level (2-tailed).
31
When looking at other aspects of the membership experience, it was found that
those who were officers reported a higher level of overall satisfaction (M = 6.24) than
those who were not officers (M = 5.87) (Figure 2). A one-way ANOVA was conducted to
establish the significance in the different means reported on overall satisfaction by those
that were officers as compared to those that were not [F(1,233) = 5.563, p = .019] (Table
5).
Figure 2. Mean satisfaction scores for those that were current officers and those
that were non-officers.
Table 5
ANOVA Results of Officer Status Related to Overall Satisfaction
Source df SS MS F p
Between Groups 1 7.888 7.888 5.563 .019

Within Groups 233 330.392 1.418
Total 234 338.281
32
Based upon this information, further statistical analysis was conducted to better
understand the relationship between overall satisfaction and officer status. A one-way
ANOVA was conducted to identify any significance between officer status and the
implemented measures of organizational culture within the OCS. Two of the five
measures were found to have statistical significance related to the different means
reported between officers and non-officers. Specifically, the measure of information flow
[F(1,231) = 7.026, p = .009], and involvement [F(1,233) = 19,257, p < .001], were found
to be statistically significant in their differences (Table 6). The mean scores for both
information flow and involvement were higher among those that were officers than those
that were not (Figure 3, next page).
Table 6
ANOVA Results of Officer Status Related to Organizational Culture Measures
Source df SS MS F p
Information Flow
Between Groups 1 4.403 4.403 7.026 .009

Within Groups 231 244.762 .627
Total 232 149.165
Involvement
Between Groups 1 16.749 16.749 19.257 .001

Total 234 219.393
33
Figure 3. Mean scores within measures of OCS between officers and non-
officers.
After analyzing the relationship of officer status with measures of organizational
culture and overall satisfaction, further analysis was conducted regarding length of
membership. Though a correlational analysis previously established a negative
relationship between membership length and overall satisfaction, satisfaction means were
calculated for each of the four established groups of membership length. Those that were
new members reported the highest average on overall satisfaction (M = 6.50), followed
by a decline with those that had been a member for two to three semesters (M = 6.26),
and bottoming out with those that had been a member for four to five semesters (M =
5.72). A slight increase was seen for those that had been a member for over five
semesters (M = 6.00), though still not as great as what members reported that were in
their first semester.
34
In addition, while length of membership was already shown to have a negative
correlation with all but one of the OCS measures, an ANOVA test was conducted to
identify specific, meaningful differences between those membership groups when
compared against the implemented organizational culture measures. The same four of the
five OCS measures that were found to be negatively correlated with length of
membership also had statistically significant differences occur in how they were reported
on by the four membership length groups. Teamwork, [F(3,232) = 3.997, p = .008],
morale [F(3,232) = 3.864, p = .008], involvement [F(3,232) = 2.660, p = .049], and
meetings [F(3,232) = 6.945, p < .001], all showed some variance in reporting from those
members that had been in the chapter longer (Table 7, next page).
Table 7
ANOVA Results of Length of Membership Related to Organizational Culture Measures
Source df SS MS F p
Teamwork
Between Groups 3 5.352 1.784 3.997 .008

Total 235 108.900
Morale
Between Groups 3 6.230 2.077 3.864 .010

Total 235 130.911
35
Table 7 Continued
ANOVA Results of Officer Status Related to Organizational Culture Measures
Source df SS MS F p
Involvement
Between Groups 3 7.328 4.152 2.660 .049

Total 235 220.416
Meetings
Between Groups 3 12.456 4.152 6.945 .000

Total 235 151.158
The means reported in these groups identified by the ANOVA were displayed on
a bar graph (Figure 4, next page). However, it should be noted that not each of the
individual categories reported was necessarily statistically significant from its
counterparts. The bar graph was used to provide a visual representation on the general
trends in how attitudes towards measures of organizational culture were reported on
based upon length of membership. A post-hoc analysis was done using Bonferroni's
adjustment, which gave more detailed insight into which specific groups displayed a true
statistical significance in their attitudes towards the measures of organizational culture.
With teamwork, the mean scores for first semester members (M = 4.146, SD = .391),
second to third semester members (M = 3.910, SD = .728), and fourth to fifth semester
members (M = 3.615, SD = .748), were significantly different. For morale, mean scores
for first semester members (M = 4.500, SD = .586), were significantly different than
those that were in their fourth or fifth semester (M = 3.928, SD = .799). With the measure
36
of meetings, the mean scores for those in their first semester (M = 4.056, SD = .935), in
their second or third semester (M = 3.873, SD = .765), and in the chapter for over five
semesters (M = 3.363, SD = .675), were significantly different. The measure of
involvement was no longer found to be statistically significant when the Bonferroni
adjustment was applied. These areas of statistically significant differences identified
more accurately in the application of Bonferroni’s adjustment were noted on the graph
(Figure 4).
Figure 4. Mean scores for measures of OCS based upon length of membership.
Statistical significance as determined by Bonferroni’s adjustment denoted with
‘*’.
Based upon trends seen throughout various correlational and comparative
analyses, a final descriptive statistic was noted. Overall, a majority of those that were
officers, or 73%, were a member of their sorority between two to five semesters. It was
also seen that the second and third groups for membership length, those that were
37
between their second and third semesters and those between their fourth and fifth
semesters, were the two categories where officers outnumbered non-officers (Figure 5).
Figure 5. Length of membership categorized based upon officer status.
Qualitative Results
In the survey, respondents were given the opportunity to express more personal
opinions on their sorority experience through three open-ended questions. Each question
was coded and assessed for themes separately due to their distinctive nature of inquiry. In
analyzing the data, similarities were found within each category and were accordingly
grouped based upon respondent answers (Appendix D). These more personalized
responses recorded from participants were used to provide a more clear insight into the
quantitative data gathered from the OCS. Generally speaking, the answers from the open-
38
ended questions generated several consistent themes, many of which aligned with the
measures of organizational culture included in the OCS, which were teamwork, morale,
information flow, involvement, and meetings. Other elements of organizational culture,
not necessarily covered in the OCS but seen in other communication research, appeared
as well.
Question: What do you wish your chapter president knew about their
communication style and its impact on your chapter? The first open-ended question of
the survey asked members to assess the communication style of their chapter leader, the
president. Although leadership style was not a measure included in the OCS, it had been
found throughout other communication research to be a significant area of influence on
organizational culture and organizational outcomes (Azanzaa et al., 2013; Schein, 2010).
Several themes emerged after assessing the survey responses for this question, some of
which highlighted favorable qualities and others of which were more critical in nature.
Those positive responses centered around the clear and direct nature of communication
from their president as well as the positive attitude under which communication occurred.
Those responses that were negative cited a lack of clarity in communication, as well as a
lack of inclusion and general negativity.
Positive communication style. Many participants that felt their chapter president
was an effective communicator based their judgement on the clear and direct nature of
their respective president’s communication style. They also noted how that method of
communication had a beneficial impact on the chapter. For example, a respondent shared
that, “For my chapter President I would say her communication style is professional,
informative, and is efficient in that it is distributed to the chapter quickly”, while another
39
said, “I like how direct my president is. She isn't afraid to face a problem head on and call
people out if needed. This helps cut down on unnecessary hearsay.” Many participants
similarly noted that a clear and direct communication style had a positive impact on the
chapter in that it cut down on uncertainty among members, as well as made members feel
involved and aware of current information. Another respondent validated this by saying,
“I feel as though our chapter president communicates very effectively and [transparently].
This makes everyone in the chapter feel involved.”
In addition, participants were complimentary of a leader that communicated in a
kind and positive manner. For example, one respondent shared that their president was,
“very open and honest with us which is very beneficial to the chapter”, while another
stated that, “our president is effective and works to increase the chapter morale and does
a great job.” Though responses within this theme did not necessarily cite a specific area
of impact that this kind of positive communication had on the chapter, members seemed
to generally equate positivity with effectiveness. This was true in the case of one
respondent who said of their president that, “She does a great job and is very encouraging
and uplifting while still getting her job done effectively.”
Negative communication style. In an interesting contrast with participants who
had a positive attitude towards their president based upon clear and direct
communication, many of those that held a more negative attitude cited a lack of direct
communication as the cause. One respondent stated, “I wish there was more
communication about exactly when events happen and what we’re required to attend”,
and another shared that, “things could be explained more in depth”. A different
respondent more fully articulated this sentiment by stating the following:
40
Sharing information is important. The best way to avoid resentment is
transparency when it is possible. Obviously, there are times when it is not
possible. However, if you are not sharing things when you are able to, then that
leaves room for people to question your intentions and authority.
This particular response highlighted the necessity of clear communication, and as a result,
how lack of clarity negatively impacted members of the chapter.
The previous response also touched on the role of communication and its relation
to perceived authority. The role of authority, or demonstration of authoritative qualities,
was another area of consistent criticism by participants. Presidents were criticized if they
were too authoritative and also received criticism if they were not perceived to be a
strong enough authority figure. For example, one respondent said of their president, “She
has a very ‘laid back tone’ which sets the expectations that she won’t enforce rules”, and
another stated, “I wish my president exhibited a more direct and confident
communication style.” A different participant specifically said, “They have very little
authority in our chapter, as they had a limited presence before becoming president. They
need to be more authoritative.” These responses suggested a desire for a president that
was able to place themself in a clear leadership role and behave accordingly. On the other
hand, there were participants who felt that their president took on too strong of an
authority role to the point that it was a detriment to the chapter. One respondent
articulated this by sharing the following:
People like to be told what to do in a manner that seems as though it is coming
from a loving sister who has been in your position and cares about you vs. being
41
yelled at by an authority figure who looks down upon you like a child when
you're all peers.
Presidents also drew criticism if it was felt that they did not allow all members to
have a voice or participate in the decision making process. This was also tied to criticism
on failing to communicate in a manner that made members feel respected. A respondent
stated the following:
I wish my chapter president knew that being lighthearted and genuine is a great
way to get people to listen to what she has to say. She should convey this message
to other officers, because they do not do such a good job at communicating
sometimes.
Throughout these detailed responses, insight was gained into how the communication
style of chapter presidents influenced members and their attitudes towards their
experience.
Question: What has been the most positive part of your experience as a
member of your sorority or fraternity? The second open-ended question in the survey
asked participants to share what had been a positive aspect of their membership in an
attempt to gain more detailed insight into the nuanced, cultural aspects that influenced
their experience. Respondents answers tended to cluster into a few consistent themes
related to sisterhood, growth, and opportunities. In regards to sisterhood, the sense for
many was that they enjoyed the feeling of family gained from their membership and
consistent level of support from their chapter. For example, a respondent shared the most
positive aspect of their membership had been, “Finding friends that I consider family and
being able to recognize my sisters on campus/finding a community on my campus”,
42
while another said it was, “spending time at the house surrounded by support whenever
I'm going through a hard time. It has had a positive impact on my mental health.” These
same sentiments were echoed throughout numerous responses and reflected the more
intimate aspects of the significance behind the relationships developed between chapter
members.
Other respondents focused on the ways in which their membership provided them
opportunities for individual growth and development. One shared the following:
I would say being a member of a sorority has greatly improved my self-
confidence and taught me so many communication/other soft skills that will help
me tremendously in every other area of my life! Definitely pushed me to get
outside my comfort zone a little and grow.
The implication in these responses was that the opportunities provided through
involvement with the sorority were immensely positive and productive in nature. Another
example included the answer of someone who said, “The amount of things I have learned
in leadership, communication and working with others”, was the most positive part of
their experience. A different respondent expanded on this further by sharing that they
enjoyed, “Growing as a person and learning valuable life lessons. My chapter has taught
me how to deal with tragedy and how to be cautiously optimistic.” Several of these
answers were also tied to a participant’s role as a chapter officer and the fulfillment they
found through their responsibilities. For example, one said that, “being an executive
officer and feeling as those I was a voice for people who didn't feel like they had one”,
was the most positive aspect of their membership. These elements dominated what
respondents noted as the highlights of their experience.
43
Question: What has been the most negative part of your experience as a
member of your sorority or fraternity? The final open-ended question included in the
survey asked participants to share what had been the most negative aspect of their
membership. This was done in the same attempt to understand what elements of culture,
if not attended to properly, could negatively impact their membership experience. While
the positive aspects of membership had been clustered around a few key themes, the
negative aspects of membership were more diverse, and at times, more fully articulated
by participants.
Drama and cliques. One of the most consistent themes to emerge from this
question were issues centered around the downside of constant and close social contact
with fellow members and the resulting conflict and social segregation that could occur
within the chapter. The existence of drama and social gossip was frequently reported by
participants in the survey, as well as its negative impact. A respondent described this by
saying, “There has been an issue with drama between members in the past and it
negatively affected the whole chapter”. This negative impact was further elaborated on
by a different respondent who shared, “Having the drama and toxic individuals not be
fully trusting to their sisters”, and someone who said, “having people talk behind my
back and gossip ruining friendships.” Though sisterhood and the development of close,
social relationships was seen by many as a positive, it became clear that negative
outcomes could result from these social interactions.
The development of smaller social groups within the chapter, or cliques, was also
frequently noted by participants. One respondent said the most negative aspect of their
membership was, “The cliquiness. Most people make friends and have their groups of 6-
44
ish people and then do not venture out. There are people who still do not recognize each
other.” A similar feeling was shared by others who described that the existence of cliques
or smaller social groups created feelings of disconnect among members. Further, this
kind of social segregation had the potential to make other members feel left out and
excluded. One respondent shared the following related to this theme:
The breaking into cliques and not always feeling valued. It’s hard sometimes but I
feel that everyone goes through rough seasons and we don’t always know how
others are feeling. I always make an effort to ask sisters who their day is and how
their big test went and it can be hurtful when none of that is reciprocated. After
recently going through a life tragedy, it is hard when you feel alone and your
sisters aren’t there for you like you thought they would be.
The same sentiment was reflected by other participants who also felt isolated due
to the social clusters that existed within their chapter. This was even reflected upon as
members transitioned throughout their experience, with one sharing the following:
My freshman and sophomore year were very pleasant but now I feel like girls are
less friendly and more cliquey. It is very upsetting when only a select few reach
out to you. I feel like I do not want to go further in this sisterhood because I feel
left out almost all of the time.
Again, the existence of drama, gossip, and social cliques seemed to be a significant area
of influence on a member’s experience as many answers revolved around those themes.
Time commitment and financial burden. Another consistent theme that emerged
in this final question was related to the pressures and stress that accompanied the
expectations associated with chapter membership. While several respondents simply
45
noted the time commitment as the most negative aspect of their experience, others
elaborated further on the strain that accompanied those rigid demands. One noted the
most negative aspect of their membership was, “The stress of mandatory events when I
have a lot of other commitments”, while another shared, “The chapter not being
understanding of other obligations that may conflict with the chapter. For example, they
are not very understanding of people having to work.” It appeared that many participants
found it difficult to manage the obligations within their chapter along with other
obligations and commitments they had outside of the chapter.
The financial burden that accompanied membership was also noted as a source of
stress for many participants. One particular respondent shared that, “The amount that the
dues cost” was the most negative aspect of their membership, along with several others.
This was found to be especially true for those that felt the cost was not necessarily made
clear when they first joined. Another specifically acknowledged this by stating, “All of
the money I have spent that was not clear in the beginning of the year”, had a negative
impact on their experience. This statement also alluded to another of the themes that
emerged regarding communication.
Poor communication practices and lack of acknowledgement. While poor
communication practices were noted in participants’ critiques of their president’s
communication style and overall leadership, many respondents went on to cite lack of
communication as the most negative aspect of their membership experience in general.
One specifially shared the most negative aspect of their membership was, “Not knowing
exactly what Is going on with mandatory dates/times. Occasional confusion with events.”
A lack of communication, as had been noticed previously, seemed to breed confusion and
46
uncertainty, as well as a disharmony among members. Another respondent reflected this
by specifically stating that, “Interpersonal conflicts surrounding a lack of
communication”, was the worst part of their membership, and another supported this by
also acknowledging, “The logistics. There tends to be a lot of miscommunication or
uncertainty overall.”
A lack of personal acknowledgment was also tied to poor communication as
several members felt that their voice was not accepted or recognized within their chapter.
A respondent said the most negative aspect of their membership was, “Feeling like my
opinion is not taken into consideration”, while another said, “I feel that sometimes my
voice isn’t heard”. This sentiment was even expressed by those who were officers, with a
different respondent sharing the following:
I have held two leadership positions within my chapter and still feel as though my
voice has never been heard. There is a sense that there are three positions that
make all of the decision for our chapter. These decisions are not always fair and
informed.
Again, direct communication and a sense of acknowledgement were found to be strong
factors of influence when participants were asked to reflect on their membership
experience.
General negative associations. A collection of other diverse themes, though
smaller than the core clusters, also emerged from participant’s responses. Chapter
transition, lack of strong leadership, lack of teamwork and support, stereotypes, diverse
personalities, negative attitudes, and harsh regulations were other areas identified by
participants as being the most negative aspects of their experience. Some responses were
47
understandable, even predictable, when compared against the relevant literature and
trends suggested in the survey data. For example, as others previously noted that the
sense of sisterhood and their relationships with other members was the best part of their
experience, it would then be understandable for someone who did not feel connected to
their chapter to cite sisterhood as the most negative part of their experience. One
particular respondent demonstrated this when saying the worst part of their experience
was, “Not receiving the support from my sisters that I would hope for.” Other areas of
negativity, such as lack of leadership, were reflected by another who said, “Seeing our
chapter decline when everyone knows why, but no one has the guts to admit it.” In
addition, a different respondent expressed disapproval with their chapter’s lack of
teamwork and said, “It is frustrating when you put in a lot of work and chapter members
are not willing to help or don't even attend an event.”
Even serving as an officer, while described as a positive by many participants, for
others became a negative experience due to the way it altered their relationship with the
others in the chapter. One respondent had this to say:
As an officer, I've had to put in a lot of effort when handling certain members and
their situations (I was Scholarship chair last semester and now I am VP of
Administration). I think just trying to not take on the emotions of members or take
some of their responses personally has been the most challenging.
Others similarly noted the stress and strain that being an officer had on their membership
experience. One also said that being an officer, “showed me the worst side of people”,
noting it as the most negative aspect of their membership.
48
While some responses could have been expected, others were surprising in their
candor. Such a response that strayed from the core cluster of themes said the following:
The negative part of my experience is how much my sorority has changed as I’ve
been here. I was recruited by women who share my ideals and sadly they’ve
mostly graduated and left. I feel the new pledge class is drastically different than I
am and not the sorority I would’ve chosen to be a part of.
Their answer highlighted one of the unique aspects of fraternal organizations in that
undergraduate membership, while not only impermanent, can be influenced by the
change in membership that continues as older members leave and new ones join.
Another interesting theme to emerge was participant’s reported attitudes on the
ways in which members were reprimanded or penalized for their behavior. As previously
referenced, a great deal of expectation existed regarding member’s level of involvement
and commitment to the chapter. However, failure to meet those expectations could result
in penalties, such as monetary fines. Several members acknowledged the way in which
this was used as a tool and the negative impact it had on their feelings towards their
membership. One specifically mentioned, “when people constantly threaten fines” as the
most negative aspect of their experience, while another provided further insight by
sharing, “Being a commuter student, I get penalized when I cannot attend events via
activity points. If I don't get enough, I will get fined.” Though not necessarily covered in
traditional communication research on organizational culture, these responses shed
further light on the unique elements at work within sororities.
49
CHAPTER V
DISCUSSION AND CONCLUSION
Many aspects of the results within this study validated existing research on
organizational culture and provided insight into the cultural mechanisms within
sororities. Statistically speaking, each of the five measures of organizational culture
within the OCS - teamwork, morale, information flow, involvement, and meetings - were
found to be strongly correlated with members overall satisfaction, positively supporting
each of the sub research questions (RQA, RQB, RQC, RQD, RQE). For example, this
meant that when a member felt more positively about the nature of morale that existed
within their respective chapter, they reported a higher level of satisfaction with their
membership experience. The same statement could be used for each to the measures
within the OCS that were applied. However, insight gained through this research went
beyond standard, statistical correlations. The relationships that were identified between
the OCS and overall satisfaction were then validated and expanded upon when
participants were given the opportunity to share personal attitudes on their experience.
Measures of Organizational Culture
In the case of teamwork, the measures of the OCS were found to be highly
reliable and positively correlated with overall satisfaction. In analyzing the qualitative
data, such a relationship became more understandable given the way in which
participants described key factors of influence on their experience. In the OCS, members
50
were asked to rate their feelings towards behaviors related teamwork, such as resolving
disagreements, cooperating, being honest, and showing general concern for one another
(Appendix C). These scores were then used to assess participant’s attitudes towards the
amount of teamwork that existed overall in their chapter. These elements aligned with
several of the factors identified by participants in their open-ended responses as being
ones that could positively impact their chapter as a whole, as well as their individual
membership. Sisterhood was identified as a strong theme among respondents’ answers as
to the most positive aspects of their experience, with the level of support offered by
others being frequently noted as a core component. This was true of a respondent who
said that, “Everyone being supportive of me and encouraging me to try for different
positions just not within the chapter”, was what they felt most positively about in their
experience. Other respondents also alluded more directly to teamwork when sharing their
enjoyment in the way members came “together and sharing thoughts and feelings.”
Overall, the support and encouragement noted by participants reflected the same
principles acknowledged in the OCS, which were influential in member’s overall
satisfaction.
Many of the same themes that could be applied to principles of teamwork could
also be used to justify members’ attitudes towards morale. As with teamwork, many of
the elements discussed by participants in the open-ended questions reflected what was
asked in the OCS. In the survey, OCS questions on the level of trust, respect, and
motivation among members, as well the sense of family, were asked to gauge participants
attitudes towards chapter morale (Appendix C). Statistically, answers for this measure
were found to be positively correlated with overall satisfaction. When taking a closer
51
look at participant’s feelings through their more personal responses, the influence of
factors related to morale were more clear. Again, sisterhood emerged as a strong theme
related to a positive membership experience. Many participants attributed this to a variety
of causes, such as the sense of trust that existed among members in the chapter. However,
the sense of acceptance and belonging that came with the feeling of family were most
frequently referenced. This was also closely related to inspiration members took from
their fellow sisters, as one respondent said, “I love being a part of a great group of
women who inspire me to be the best person I can be”. The responses of this theme could
be directly related to, and used to further justify, the quantitative relationship that was
found between morale and overall satisfaction.
In addition, one of the most interesting aspects of morale was that of all five
measures of culture it was found to be the strongest predictor of overall satisfaction. This
too became understandable after considering the descriptions provided in the open-ended
questions, as previously referenced. Participants placed a great deal of emphasis not just
on the existence of sisterhood in their chapter, but on how it made them feel. Those
participants that responded favorably towards the sense of sisterhood in their chapter
seemed to gain a great deal of joy and fulfillment from it. Essentially, through their
membership and its resulting sisterhood, members that reported a positive experience did
so because of the acceptance, support, and encouragement they felt from their fellow
members. A specific example was seen in the answer of someone who said, “getting to
meet so many amazing people who care about me and encourage me to be the best I can
be”, was the most positive aspect of their experience. The impact of this could even be
justified due to the way members reported on the most negative aspect of their
52
experience. Those that did not feel they belonged to a supporting and accepting
sisterhood were detailed in why it was the most negative aspect of their experience.
These responses, both good and bad, highlighted the direct impact that elements of
morale could have on membership satisfaction.
Turning to other measures of organizational culture, involvement and information
flow were not only strongly correlated with satisfaction, but were also found to be its
second and third greatest predictors. In the OCS, questions related to the measure of
information flow generally asked participants to report on whether or not they felt they
received enough information and if that information was clear (Appendix C). Sentiments
similar to these questions were expressed through participants open-ended responses,
both when asked about the communication style of their chapter president and when
asked to report on the most positive and negative aspects of their experience.
Respondents were critical of presidents that failed to communicate clearly, while they
reported more favorably on presidents that were direct and in their communication style.
The sharing of information was also a strong point of influence when participants shared
their own personal feelings on the more detailed aspects of their experience. Poor
communication emerged as a common theme for members when asked about the most
negative aspect of their membership. One respondent exemplified this by saying the
worst part of their experience was, “not knowing what’s going on/trying to learn how
things work.”
The negative influence of communication failures was detailed by participants in
their open-ended responses and demonstrated a strong relationship with satisfaction. In a
similar area of influence, failure to acknowledge all members and include them in the
53
decision making process was also noted with disapproval by participants. These themes
of decision-making and acknowledgement expressed in the open-ended questions directly
reflected the qualities covered in the OCS related to the measure of involvement
(Appendix C). Again, feeling accepted, acknowledged, and involved, proved to be
strongly correlated with overall satisfaction.
Further analysis of the quantitative and qualitative aspects of this study exposed
some other interesting relationships regarding information flow and involvement. In the
study, those that were officers reported a higher level of satisfaction than those that were
not officers. When examined further, it was found that the differences in attitudes were
especially evident with the measures of information flow and involvement, both of which
were reported on higher by chapter officers. In analyzing the open-ended questions, such
statistical relationships took on more meaning given the way in which members
expressed the sense of satisfaction and fulfillment they found in their roles as officers.
Many members noted that the opportunities presented to them for growth and leadership
were the best parts of their experience and ones that made their time in the chapter it
more meaningful. Serving as an officer could implicitly influence the amount of
information received as well as make them feel more involved with the chapter since they
were trusted with meaningful responsibilities. This information could therefore serve as a
reminder to not neglect members of the chapter who do not hold as an officer position, as
their experience is also influenced by communication and involvement, though not as
easily satisfied.
A final point to note was the unique insight that was provided after assessing the
impact of membership length. The amount of time someone spent in the chapter was
54
found to be negatively correlated with overall satisfaction. Meaning, the longer someone
was a member of their sorority the less positively they felt about their experience. Based
upon further information gained from respondents, some conclusions could be drawn as
to what factors influenced that outcome. As previously described, many respondents cited
the stress that could result from managing the high time commitment and expectations
that accompanied sorority membership. These elements could be especially true of those
that were officers and took on more responsibility within the chapter. Given the length of
time that someone spends as a member during their undergraduate education, these
factors could suggest that burnout or fatigue could be what influences the decline shown
in satisfaction.
In addition, a lack of communication was previously cited as a common, negative
influence for members. While lack of communication had a variety of effects on the
membership experience, it could also compound feelings of frustration that caused a
decline in satisfaction. This could be suggested due to the fact that displeasure with
communication failures was expressed by members of varying membership length. For
example, one respondent who was in their first semester as an active member said, “I feel
that during my new member meetings, there is a lot of important information that I
needed to know as soon as I got initiated, but I never really learned it.” Compared with
other members, newer members generally reported higher feelings of overall satisfaction.
However, this particular individual felt they still had not received the amount of
information they needed. This could highlight an opportunity for sororities to more
properly educate their members on the requirements of membership and general chapter
procedures, potentially helping to avoid future confusion and dissatisfaction.
55
Overall, both the quantitative and qualitative data collected in this study provided
a great deal of insight into the unique mechanisms of organizational culture within
sororities. The thorough and meaningful nature of the information gained also validated
application of organizational culture theory to this unique context. In its successful
identification of the cultural constructs within a sorority and their impact on members,
organizational culture theory also demonstrated that it could be used as a tool to establish
better organizational practices within sororities in the future.
Limitations
Though the research questions proposed in this study were answered in a fairly
thorough manner by the data, some limitations of the research and its further application
existed. For example, while relevant literature was provided on all fraternal organizations
as a foundation for the research, the application of organizational culture theory in this
study was specifically done in the context of women’s fraternities. Initially, the intent
was that the study would collect data from both men’s and women’s fraternities. This,
however, proved to be a challenge. Attempts to make contact with members of
fraternities proved unsuccessful and, after a five week period, yielded only three male
participants. The number of male responses was highly insignificant compared to the 236
women that participated in the survey and were therefore removed from the analysis. Due
to these circumstances, the results of this study, though insightful, could not be
generalized to fraternities. While sororities and fraternities are similar in a structural
sense, the communication styles of men and women, particularly in dynamic settings, are
inherently different (Reiser & Troost, 1986). It therefore could not be assumed that
culture operates or is necessarily influenced in the same manner among a group of men as
56
it would be a group of women. In order for the results to have a wider range of
application, an additional study would need to be conducted applying the same measures
of organizational culture to fraternities.
Other potential areas of influence unaccounted for in this study were chapter size,
length of existence, and regional location. Sorority chapters of various membership size
can face different challenges. The manner of communication and unique hurdles faced by
a group of 45 women as opposed to 200 women could be factors that have a significant
impact on culture. For example, elements such as time commitment, expectations, and
social dynamics within sororities were mentioned by respondents as having a significant
influence on their experience. These elements can change or vary based upon the size of a
sorority. They can also be influenced by the community culture that a chapter is placed in
and how established that chapter is on their campus. While state location was collected
from participants, this information was not analyzed in a way that identified any kind of
influence on chapter size or the overall membership experience. Participants also did not
provide information on how long their chapter had been established, which could also
influence the fluidity and efficiency of their day to day operations, and therefore their
mechanisms of culture.
A final aspect to note was that participants were not asked to identify their
individual sorority. Though all women’s fraternities operate under the same guiding
principles and hierarchical structure, as noted in the review of literature, specific rules
and regulations may very. Officer structures themselves and the way in which duties are
delegated can also be different based upon an individual sorority. The officer structure of
Alpha Gamma Delta that was provided as an example is not universal to how all
57
sororities carry out their daily duties and responsibilities. It would therefore be difficult to
know or understand the more nuanced aspects of culture within an organization if those
unique structures are unaccounted for.
Future research
Based upon the results from this collection of data, some interesting areas of study
may be suggested for future research. First, the influence of technology on chapter
communication was referenced several times throughout participant’s survey answers.
Specifically, when asked about the most negative aspect of their experience, respondent
231 shared the following:
One woman actively attacked my character on social media, and for the most part
the chapter didn’t seem to care about defending me. In fact, most members were
on her side until she attacked two other members on social media. Even then,
there were only a few women who were willing to confront her about it.
In this application of organizational culture, forms of communication were not
specifically noted as only the nature of communication was analyzed. It would therefore
be interesting to see how technology, or specifically social media platforms, influenced
communication practices within the chapter. Data from that type of study could then be
used to understand how technology may be an additional source of influence on
membership satisfaction.
In addition, there were other nuanced aspects of sorority structure not fully
addressed in this research. The use of fines as a tool would be another interesting area of
future study if investigated to see how that form of discipline helps or hurts membership
and the chapter’s overall success. Also, specifically focusing on member burnout or
58
fatigue could provide even further insight into why member attitudes change throughout
the course of their time in the chapter. Further insight into the inner workings of sororities
could also be gained through a more in depth study, where new communication methods
were implemented and their success measured over the course of a semester. Member
attitudes be tracked during such a process to see how they were influenced by any
protocol changes and whether or not it had any impact on organizational outcomes.
Finally, as referenced in the limitations, the application of organizational culture
theory in this paper was strictly done within the context of women’s fraternities. It would
therefore be a natural progression for this same study to be conducted within the context
of men’s fraternities as a way to further this research. The goal in such a progression
would therefore be for organizational culture theory to be used as a way to improve
practices within all fraternal organizations.
59
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enacted values of one fraternity/sorority community. Oracle: The Research
Journal of The Association of Fraternity/Sorority Advisors, 4(1), 29-41.
Meglino, B. M., Ravlin, E. C., & Adkins, C. L. (1989). A work values approach to
corporate culture: A field test of the value congruence process and its relationship
to individual outcomes. Journal of Applied Psychology, 74(3), 424-432.
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Mission, vision, and purpose. (n.d.). Retrieved from
https://www.npcwomen.org/about/mission-vision-and-purpose/
North American Interfraternity Conference. (n.d.). Retrieved from
https://nicfraternity.org
Our history. (n.d.). Retrieved from http://www.nphchq.org/quantum/our-history/
62
Peters, T. J., & Waterman, R. H. (2004). In search of excellence: Lessons from America's
best-run companies. New York: Harper Business Essentials.
Posner, B. Z., Kouzes, J. M., & Schmidt, W. H. (1985). Shared values make a difference:
An empirical test of corporate culture. Human Resource Management, 24, 293-
309.
Reiser, C., & Troost, K. M. (1986). Gender and gender-role identity influences upon self-
and other-reports of communicative competence. Sex Roles, 14(7-8), 431-443.
doi:10.1007/bf00288425
Rubin, R. B., Palmgreen, P., & Sypher, H. E. (1994) Communication in research
measures. The Guilford Press. New York, NY ISBN 0-89862-291-3
Routon, W., & Walker, J. (2016). Going greek: Academics, personal change, and life
after college. Change, 48(1), 60-66.
Schein, E. H. (2010). Organizational culture and leadership. [electronic resource]. San
Francisco: Jossey-Bass.
Schutts, J., & Shelley, K. (2014). Model a values-based-congruence framework to predict
organization constructs in fraternities and sororities. Oracle: The Research
Journal of the Association of Fraternity/Sorority Advisors, 9(1), 33-53.
Sorority officer basics. (2016). Retrieved from
http://www.thesororitylife.com/newsDetail.aspx?id=149
63
APPENDICES
64
Appendix A
65
Appendix B
66
Appendix C
Select the number that represents the extent to which the following statements apply to
you:
To a very To a little To some To a great To a very

little extent extent extent extent great extent
1 2 3 4 5
1. Members I interact with are direct and honest with each other.
2. Members I interact with accept criticism without becoming defensive.
3. Members I interact with resolve disagreements cooperatively.
4. Members I interact with function as a team.
5. Members I interact with are cooperative and considerate.
6. Members I interact with constructively confront problems.
7. Members I interact with are good listeners.
8. Members I interact with are concerned about each other.
9. Staff/faculty members and managers have a productive working relationship.
10. This organization motivates me to put out my best efforts.
11. The organization respects its members.
12. This organization treats members in a consistent and fair manner.
13. Being a member here feels like being a part of a family.
14. There is an atmosphere of trust in this chapter.
15. This chapter motivates members to be efficient and productive.
16. I get enough information to understand the big picture here.
17. When changes are made the reasons why are made clear.
18. I know what’s happening in other officer groups.
19. I get the information I need to be a good member.
20. I have a say in decisions that affect me.
21. I am asked to make suggestions about how to improve my membership.
22. The chapter values the ideas of members at every level.
23. My opinions count in this chapter.
24. Decisions made at meetings get put into action.
25. Everyone takes part in discussions at meetings.
26. Our discussions in meetings stay on track.
27. Time in meetings is time well spent.
28. Meetings tap the creative potential of the members present.
67
29. Overall, how satisfied are you with your membership?
____ Highly Dissatisfied
____ Dissatisfied
____ Somewhat Dissatisfied
____ Neither Dissatisfied or Satisfied
____ Somewhat Satisfied
____ Satisfied
____ Highly Satisfied
30. What do you wish your chapter president knew about their communication style and
its impact on your chapter?
31. What has been the most positive part of your experience as a member of your sorority
or fraternity?
32. What has been the most negative part of your experience as a member of your
sorority or fraternity?
33. How likely do you think it is that this experience will help you get a job after
graduation?
____ Extremely Likely
____ Somewhat Likely
____ Neither Likely Nor Unlikely
____ Somewhat Unlikely
____ Extremely Unlikely
34. Please indicate how long you have been a member of the chapter.
____ This is my first semester
____ 2 to 3 semesters
____ 4 to 5 semesters
____ over 5 semesters
35. Are you a chapter officer?

____ Yes
____ No
36. How many fraternal organizations are on your campus?
68
____ Less Than 5
____ 5 to 8
____ 8 to 12
____ 12 to 15
____ Over 15
37. What is your gender?

____ Male
____ Female
38. What was your GPA last semester?

____ 2.0 or lower
____ 2.0 to 2.5
____ 2.5 to 3.0
____ 3.0 to 3.5
____ 3.5 to 4.0
39. How likely do you think it is that you will graduate within 5 years?
____ Extremely Likely
____ Somewhat Likely
____ Neither Likely Nor Unlikely
____ Somewhat Unlikely
____ Extremely Unlikely
40. What is your gender?

____ Male
____ Female
41. In what state is the college or university you attend?
69
Appendix D
Theme Explanation Example
General comment Description of associated Survey response

qualities
Question: What do you wish your chapter president knew about their communication style and
its impact on your chapter?
Clear and The president used a clear For my chapter President I would say her
Informative and informative communication style is professional,
communication style in a informative, and is efficient in that it is
way members found distributed to the chapter quickly.
appealing.
[Our president] is very communicative

and helpful.
That it’s very helpful and easy to

understand!
It’s efficient and leaves it up to the

member to stay up to date.
She keeps us well informed and is quick

to reply.
I think my chapter president is great at

communicating with the chapter and
everything she says has a positive impact
on the chapter.
I like the communication style. I believe

she is very transparent and approachable.
I feel as though our chapter president

communicates very effectively and
[transparently]. This makes everyone in
the chapter feel involved.
[My president] is an awesome

communicator and makes me feel like I’m
in the loop.
I think she is doing very well and takes

meeting seriously.
70
I wish my chapter president knew that her
communication style is efficient, the use
of Google keeps everyone on track.
It’s very clear and precise because she

gets the point across easily.
I like how direct my president is. She isn't

afraid to face a problem head on and call
people out if needed. This helps cut down
on unnecessary hearsay.
Positive Attitude The president communicated Our president is effective and works to
in a warm and positive increase the chapter morale and does a
manner that members great job!
appreciated.
Her positive attitude is encouraging.
She does a great job and is very

encouraging and uplifting while still
getting her job done effectively.
Very thoughtful, courteous and kind!
Our president does a great job

communicating! Very positive and
encouraging.
She is very open and honest with us

which is very beneficial to the chapter.
General Respondents approved of She has been doing a great job.

Affirmation president’s communication
style generally
It’s Great!
She’s doing amazing
She's doing a great job and should keep

up the good work
Stronger leadership Respondents wished that the She has a very “laid back tone” which
desired president was more direct sets the expectations that she won’t
and a stronger leader. enforce rules.
Being more authoritative rather than just
71
wanting everyone to always be happy.
They have very little authority in our

chapter, as they had a limited presence
before becoming president. They need to
be more authoritative.
People talk over you at meeting. Don’t be

afraid to be more strict and tell them to be
quiet.
I wish she was more headstrong and

spoke up at meeting.
I wish my president exhibited a more

direct and confident communication style.
I wish our president was less passive

because some things which need to be
said often go left unsaid for fear of
hurting opinions.
Overly Respondents felt People like to be told what to do in a

authoritative disapprovingly of their manner that seems as though it is coming
president’s harsh demeanor. from a loving sister who has been in your
position and cares about you vs. being
yelled at by an authority figure who looks
down upon you like a child when you're
all peers
Sometimes they are a little harsh and not

as easy going
We need to be talked up not down to
Her communication tend to come of

negatively ("you have to do this.." or "you
can not do that") rather than just being
encouraging and trusting.
Negative Attitude Respondents felt I wish our president knew that adding a
disapprovingly of their positive tone and smile can really affect
president’s unkind or critical how even bad news is received by
attitude. members.
She often comes off as condescending,

and a lot of women feel put down by that,
so they don’t listen to what she’s saying.
72
Sometimes our chapter president loses her
patience quickly but I think she doesn't
mean it in a harmful or destructive way.
I wish my chapter president knew that

being lighthearted and genuine is a great
way to get people to listen to what she has
to say. She should convey this message to
other officers, because they do not do
such a good job at communicating
sometimes.
It can sometimes seem patronizing but i

think that’s unintentional.
Acknowledgement Respondents wished that Everyone has an idea and it’s important to
more opportunities existed listen to them and not disregard it.
for everyone to participate in
dialogue and decision
making process.
Everyone should get a say.
She also needs to listen to all members

and not pass judgement.
More detail and Respondents wished that That things could be explained more in
clarity they were provided with depth.
more detailed information as
opposed to vagueness.
I wish there was more communication

about exactly when events happen and
what we’re required to attend.
When everything is more organized it is

more clear to members.
Sharing information is important. The

best way to avoid resentment is
transparency when it is possible.
Obviously, there are times when it is not
possible. However, if you are not sharing
things when you are able to, then that
leaves room for people to question your
intentions and authority.
Need to be more transparent.
73
Transparency is key. And when receiving
critiques about her team she should relay
that information and use it to begin the
process of change.
Clear and concise would be the best way

to communicate with the chapter.
Not Genuine Respondents felt president’s Its overly nice or very snappy.
general communication style
was not genuine or
meaningful.
She can sometimes come off cold and

when she is being nice it can come across
as fake or forced.
Question: What has been the most positive part of your experience as a member of your
Sisterhood Sense of belonging and Finding friends that I consider family and
feeling of family, as well as being able to recognize my sisters on
a source of support and campus/finding a community on my
encouragement. campus.
Making a new family- I had a really

rough childhood and being in this chapter
has been my first experience of being in a
family and having health(y) relationships
Spending time at the house surrounded by

support whenever I'm going through a
hard time. It has had a positive impact on
my mental health.
Coming together and sharing thoughts

and feelings
The friends that I have made so far that I

can already tell are going to be life long.
I love being a part of a great group of

women who inspire me to be the best
person I can be
Being apart of a family
Everyone being supportive of me and
74
encouraging me
Having sisters who give me confidence

and support me thoroughly
The sense of belonging.
I love how the girls have accepted me.
Having best friends who I feel like i have

known my whole life.
Gaining a second family and huge set of

friends.
Getting to know so many amazing woman

who are doing amazing things with their
life and inspire me to push myself to be a
better person.
I strongly believe that we have one of the

best sisterhoods on campus. Everyone is
very close, looks out for each other, and
very supportive.
I feel like I belong.
My sorority has been a great source of

support and comfort to me.
Always having someone to reach out to

for support or just to hangout.
making true friends that I can count on.
Getting to meet so many amazing people

who care about me and encourage me to
be the best I can be.
Leadership and Enjoyed opportunities to I have grown immensely as a leader and

Growth hold leadership positions have been able to serve as an officer and
and grow as a person. attend leadership conferences.
Being an executive officer and feeling as

those I was a voice for people who didn't
feel like they had one.
I would say being a member of a sorority

has greatly improved my self-confidence
75
and taught me so many
communication/other soft skills that will
help me tremendously in every other area
of my life! Definitely pushed me to get
outside my comfort zone a little and
grow.
Leadership experience and the ability to

grow as an individual
Having a leadership position and learning

about what I can do to improve the
overall wellbeing of our chapter!
The amount of things I have learned in

leadership, communication and working
with others.
Having my chapter elect me as an officer
Serve in a leadership position
Giving me the leadership and confidence

to succeed
Holding a position
Growing as a person and learning

valuable life lessons. My chapter has
taught me how to deal with tragedy and
how to be cautiously optimistic.
Lifelong impact Meaningful impact that Being able to grow as an individual and
relationships and creating memories that I know will last a
opportunities will have on lifetime between me and my sisters.
future development.
Gaining friendships for life.
The most positive part is the community

that I have gained. I have made friends
that will last a lifetime and will support
me no matter what.
Finding lifelong friends.
Gaining a sisterhood that will stay with

me for the rest of my life.
76
Meeting new Opportunity to network with All of the new friends I have made inside
people others, including those and outside of my chapter.
outside the chapter.
Meeting new people and learning how to

branch out.
Meeting new people.
Getting to meet people outside of the

school in which I am a part of within [my
college].
Meeting amazing people.
The connections I have made with others.
Meeting people I would not have

otherwise.
General social Enjoy social interactions Sisterhoods, date parties, bid day,
activities with others throughout recruitment.
community.
More involvement in campus.
Sisterhood retreats and recruitment

(having the time to really get to know and
spend time with my sisters) have been the
best parts.
The parties.
The relationships I have made within my

own sorority and the Greek community as
a whole.
Question: Q12 - What has been the most negative part of your experience as a member of your
Drama and gossip An excessive amount of There is a lot of gossip and drama that I
social tension (such as otherwise would not have in my life.
drama, gossip, and
judgment) that hurt
relationships.
Probably the drama and problems I have

to deal with on a daily basis.
77
Hearing sisters complain about the
chapter or communicating negative words
about sisters within the chapter to others.
Girls being too judgy.
People trying to pull others into their

drama and letting it [affect] those not
involved.
One woman actively attacked my

character on social media, and for the
most part the chapter didn’t seem to care
about defending me. In fact, most
members were on her side until she
attacked two other members on social
media. Even then, there were only a few
women who were willing to confront her
about it.
Being part of unnecessary drama.
Having the drama and toxic individuals

not be fully trusting to their sisters.
Drama. There has been an issue with

drama between members in the past and it
negatively affected the whole chapter.
Having people talk behind my back and

gossip ruining friendships
sometimes we let the drama get the best

of us and forget why we’re all here
together.
When my sisters fight.
Cliques and The forming of smaller That some girls are only friends w a small
isolation social circles through social group
segregation that could cause
members to feel left out or
isolated.
CLIQUES in our chapter.
The cliquiness. Most people make friends

and have their groups of 6 ish people and
78
then do not venture out. There are people
who still do not recognize each other.
Not feeling included/wanted.
I dont always feel included and some

members don't even know my name. I
always feel like I am out of the loop
because I don't read the thousands of
messages in the groupme.
The breaking into cliques and not always

feeling valued. It’s hard sometimes but I
feel that everyone goes through rough
seasons and we don’t always know how
others are feeling. I always make an effort
to ask sisters who their day is and how
their big test went and it can be hurtful
when none of that is reciprocated. After
recently going through a life tragedy, it is
hard when you feel alone and your sisters
aren’t there for you like you thought they
would be.
The cliques are probably the hardest part.
Almost resigning due to feelings of being

left out.
My freshman and sophomore year were

very pleasant but now I feel like girls are
less friendly and more cliquey. It is very
upsetting when only a select few reach
out to you. I feel like I do not want to go
further in this sisterhood because I feel
left out almost all of the time.
Also some parts of our chapter is very

cliquish therefore I don’t always feel
welcomed or wanted in some areas.
How cliquey we are. I don't feel like I

know many of my sisters because I can't
penetrate the cliques.
Additionally our sisterhood is almost non

existent between varying friend groups
79
I’m not sure if this is true in all chapters
but I could see myself reaching out for
help from very very few girls not in my
friend group.
Not being able to know everyone

personally.
I don’t feel like I’m part of the group

anymore.
Feeling alienated when I was a new

member because it was hard making
friends at first.
Membership The large amount of time Lots of time commitments.

expectations commitment and effort
expected of members caused
stress.
The chapter not being understanding of

other obligations that may conflict with
the chapter. For example, they are not
very understanding of people having to
work.
The high time commitment.
Difficulty making it to events because of

work and class.
Some members do not try to be active or

engage/participate in activities, which
negatively [affects] the attitudes of others
members in the chapter. Some members
complain about basic things like attending
sisterhood events even though that is the
main reason for joining the sorority in the
first place - sisterhood.
Not fully being able to participate in event

because of other extra curricular
activities.
The stress of mandatory events when I

have a lot of other commitments.
Time consuming.
80
A lot of the rules we have were hard to
follow when I first joined.
The workload.
Too many formalities.
Financial burden The cost of membership that It is expensive but worth it.
individuals were responsible
for.
The amount that the dues cost.
All of the money I have spent that was not

clear in the beginning of the year.
The most negative part is the money and

financial component that I have to pay
for.
Trying to pay for dues.
The financial burden.
Lack of teamwork Difficulty inspiring I feel a lot of members don’t participate in

engagement and enthusiasm anything unless it’s required.
from all members.
It is frustrating when you put in a lot of

work and chapter members are not willing
to help or don't even attend an event.
The people who complain about

everything but do nothing to improve
what they’re complaining about.
When other members do not pull their

weight, so the whole organization suffers
and has to be disciplined.
Members just not wanted to be involved.
Doing other people's work.
Lack of Members not feeling I feel that sometimes my voice isn’t

acknowledgement individually acknowledged heard.
or heard.
Blending into the background in big all
81
member events feeling distant and
isolated.
Feeling like my opinion is not taken into

consideration.
I have held two leadership positions

within my chapter and still feel as though
my voice has never been heard. There is a
sense that there are three positions that
make all of the decision for our chapter.
These decisions are not always fair and
informed.
Being passed up for opportunities and

sisters not taking me into consideration
with big issues.
I sometimes feel left out, especially since

I don’t live in the house.
I have learned that some people refuse to

let go of their experience or what they
want to happen in a chapter. New ideas
aren't always welcome.
Negative attitudes Disapproval with negativity, People ignoring or belittling something

unkindness, and lack of that I’ve put a lot of work into or stressed
appreciation. about.
Girls thinking they are better than other

girls because they have a higher position
or they don’t go out as much etc.
They constantly yell at us in chapter.
Being put down and not appreciated.
Having sisters be negative about one

another behind their backs and not
enough support for each other outside the
organization.
Being talked about or talked down to.
Learning all the bad that women can do to

each other within our "safe space".
82
Putting other down for what they do in
their free time.
Intimidation Use of fines and other When people constantly threaten fines.
disciplinary action to
maintain behavior
expectations.
Being a commuter student, I get penalized

when I cannot attend events via activity
points. If I don't get enough, I will get
fined.
Sometimes the rules are really strict, that

it sucks because it restricts you from
doing things.
Paying fines for not going to chapter

because I wanted to go to office hours and
that’s not a valid excuse.
Harsh sanctions.
Poor Lack of clear and direct Not knowing exactly what Is going on
communication communication that bread with mandatory dates/times. Occasional
uncertainty and resentment. confusion with events.
I feel that during my new member

meetings, there is a lot of important
information that I needed to know as soon
as I got initiated, but I never really
learned it.
Communication among new and older

members is a little lacking and things can
be thrown together a little last minute
where it then isn’t as accessible for people
to participate.
We have also had communication issues

about what is expected of each member.
Sometimes I wish members would read

announcements and listen so VP’s and
officers didn’t have to repeat themselves.
Not knowing what’s going on/trying to

learn how things work.
83
Honestly it can be frustrating with the
lack of communication.
The logistics. There tends to be a lot of

miscommunication or uncertainty overall.
Lack of communication between

members.
My time before initiation. It was very

unorganized and confusing.
Interpersonal conflicts surrounding a lack

of communication.
Social culture Partying behavior. The most negative experience as a

sorority member has been the fraternity
culture of partying and reckless behavior
that were expected to participate in by the
boys.
Transition of Displeasure with changes The negative part of my experience is

members that occur as older members how much my sorority has changed as
leave and new ones join. I’ve been here. I was recruited by women
who share my ideals and sadly they’ve
mostly graduated and left. I feel the new
pledge class is drastically different than I
am and not the sorority I would’ve chosen
to be a part of.
Not feeling like I know every member in

the chapter. As you get older, there is
even less communication with older
members.
It is sometimes hard to befriend the older

girls.
Lack of leadership Disapproval with weak or The poor leadership and apathy of the
insufficient leadership skills. chapter.
Seeing our chapter decline when everyone

knows why, but no one has the guts to
admit it.
The lack of communication and

trustworthiness within our leaders.
84
Diversity Dealing with people of Learning that not everyone handles
personality different backgrounds. situations and problems the same way,
and learning how to work with that.
Greek community Managing expectations Mandatory Greek speaker events

rules and beyond the individual provided by [the Fraternity and Sorority
expectations chapter. Life].
The strictness of PHA and IFC.
Negative Frustration with the negative Stereotypes from other people outside the
stereotypes stereotypes that exist sorority.
towards Greek life members.
The negative stereotype surrounding my

membership.
The negative views people have of the

greek community when they are not a part
of it.
Lack of trust and Displeasure with not feeling Not receiving the support from my sisters
support that all members are that I would hope for.
supportive or trustworthy.
It’s hard to put trust in 50+ women

because not all of them will like you.
I don’t feel like I can talk to everyone in

the chapter.
Serving as an Frustration with burdens that As an officer, I've had to put in a lot of
officer leadership roles in the effort when handling certain members and
chapter brings. their situations (I was Scholarship chair
last semester and now I am VP of
Administration). I think just trying to not
take on the emotions of members or take
some of their responses personally has
been the most challenging.
Being an officer. It showed me the worst

side of people.
Filing paperwork for other's mistakes and

having to remind members what they
can't put on social media again and again.
When I was an officer, a certain member
85
continuously lied to me, but nothing was
done to discipline her for not holding up
to our ideals.
Advisors Difficulty interacting with This may be weird to say, but I haven't
individual chapter advisors. had great experiences with advisors. This
isn't across the board. I would say I'm a
rare case.
86

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ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS:

APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY

TO THE SORORITY CONTEXT

The Graduate Faculty of The University of Akron

Of the Requirements for the Degree

identify culture as playing a fundamental role in an organization’s success. Since then,

commitment to the development of a strong culture was directly related to positive

outcomes - establishing organizational culture as a significant theory within

organizational communication. However, its application in research has been mostly

limited to for-profit organizations. Using a modified version of the Organizational

Culture Survey, organizational culture theory was applied to nonprofit organizations in

application of organizational culture theory in this context of a potential benefit to these

unique organizations. Survey results in this study showed that measures of

organizational culture such as teamwork, morale, information flow, involvement, and

practices within women’s fraternities, thereby enhancing the overall membership

II. LITERATURE REVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Role of Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Role of Fraternal Organizations . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 11

Fraternal Organizations and Organizational Culture . . . . . . . . . . . . . . . . . . . . .19

III. METHOD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Qualitative Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

V. DISCUSSION AND CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50

Measures of Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Future Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58

APPENDIX A: INSTITUTIONAL REVIEW BOARD EXEMPTION . . . . . . 65

APPENDIX B: INFORMED CONSENT LETTER . . . . . . . . . . . . . . . . . . . . . 66

1. Correlations of Organizational Culture Measures and Overall Satisfaction. . . . . . . . 29

2. Summary of Multiple Regression Analysis for Overall Satisfaction . . . . . . . . . . . . . 30

3. Correlations of Organizational Culture Measures and Length of Membership . . . . . 31

4. Correlation of Overall Satisfaction Membership, Getting a Job and GPA . . . . . . . . .31

5. ANOVA Results of Officer Status Related to Overall Satisfaction . . . . . . . . . . . . . .32

6. ANOVA Results of Officer Status Related to Organizational Culture Measures . . . 33

7. ANOVA Results of Length of Membership Related to Organizational Culture

5. Length of membership categorized based upon officer status . . . . . . . . . . . . . . . . . .38

Fraternal organizations have been a longstanding tradition of secondary

stated the following:

Few environments within American higher education evoke more polarizing

these organizations, arguing that they were incongruent within an educational

community. (Hevel & Bureau, 2014, p. 23)

seek to promote student’s personal growth by providing opportunities in areas related to

relationship building, leadership, philanthropic effort, and academic achievement during

means of better understanding these unique organizations.

Application of organizational culture theory provides a unique way in which

successful. Their findings were outlined in a book titled, In Search of Excellence:

significance within the field of organizational communication. While organizational

within research exists as no academic literature provides a culture based approach to be

REVIEW OF THE LITERATURE

Role of Organizational Culture

Establishment of organizational culture theory. After analyzing successful

companies in the United States such as Disney, McDonald’s, and Hewlett-Packard,

culture. Generally speaking, culture is a combination of experiences, behaviors, and

published in 1985, also understood how vital organizational culture was to an

organization's success. In providing an analysis of organizational culture dynamics and

Ultimately continuation of research showed, through a variety of mechanisms, that

organizational culture was directly related to an organization’s success. As the theory

by members of an organization” (Gregory, Harris, Armenakis, & Shook, 2009, p. 673).

assumptions, understandings, and norms that is shared by members of an organization

variables and mechanisms that contributed to culture.

Key variables of organizational culture. Several mechanisms were identified

morale, information flow, involvement, supervision, and meetings. In implementing and

to or value their employees. Morale was also negatively impacted by a lack of

organizational structure, organizational values, task organization, organizational climate,