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"Social equity, or the lack of social equity, is practiced in all of our organizations. By focusing on advancing an equitable organizational culture, public and nonprofit organizations can improve internal operations, retain skilled public servants, and fundamentally fulfil their mission to serve the community. Social equity is often explored as a grand theory, but it is critical for organizations to identify and practice strategies to apply theory into action. Organizational Culture and Social Equity: An Experiential Guide is the first book of its kind to provide the public service-minded reader with an opportunity to practice social equity. The chapters are designed to be both theoretical and practical, helping the reader develop knowledge to analyze social equity efforts in their own organization as well as the tools to act. The contributing chapter authors in this book explore social equity through various dimensions of organizational culture: physical characteristics and general environment; policies, procedures, and structures; socialization; leadership behavior; rewards and recognition; discourse; and learning and performance. Each contributor provides a thorough overview of their respective culture category along with important theories and concepts, definitions, and strategies for practice. The chapter authors then examine social equity in each area of organizational culture through a learning activity, discussion questions, and a 'Call to Action.' Each chapter further reinforces concepts with a vignette featuring a public administrator who has faced a situation related to that chapter. Organizational Culture and Social Equity is a timely and essential read for all those who wish to study or practice public administration through an equity lens"--

"Social equity, or the lack of social equity, is practiced in all of our organizations. By focusing on advancing an equitable organizational culture, public and nonprofit organizations can improve internal operations, retain skilled public servants, and fundamentally fulfil their mission to serve the community. Social equity is often explored as a grand theory, but it is critical for organizations to identify and practice strategies to apply theory into action. Organizational Culture and Social Equity: An Experiential Guide is the first book of its kind to provide the public service-minded reader with an opportunity to practice social equity. The chapters are designed to be both theoretical and practical, helping the reader develop knowledge to analyze social equity efforts in their own organization as well as the tools to act. The contributing chapter authors in this book explore social equity through various dimensions of organizational culture: physical characteristics and general environment; policies, procedures, and structures; socialization; leadership behavior; rewards and recognition; discourse; and learning and performance. Each contributor provides a thorough overview of their respective culture category along with important theories and concepts, definitions, and strategies for practice. The chapter authors then examine social equity in each area of organizational culture through a learning activity, discussion questions, and a 'Call to Action.' Each chapter further reinforces concepts with a vignette featuring a public administrator who has faced a situation related to that chapter. Organizational Culture and Social Equity is a timely and essential read for all those who wish to study or practice public administration through an equity lens"--

AbstractSexual harassment was established as a form of sex discrimination in institutions of higher education (IHEs) under Title IX of the Education Amendments to the Civil Rights Act of 1964. Since then, decades of victimization surveys beginning in the 1980s show that sexual misconduct continues to be a significant problem for IHEs. Estimates suggest that as many as 25 percent of college women experience a sexual assault while in college, while as many as 34 percent experience attempted or completed unwanted kissing, sexual touching using physical force, threat of physical force, and/or verbal coercion during their college career. In this Viewpoint essay, the authors propose the Preventing and Addressing Sexual Misconduct Framework as a tool to assess and cultivate an organizational culture that is responsive to these concerning trends. Pulling from an interdisciplinary body of scholarship and the philosophy of the #MeToo movement, this tool is a starting place for the continued dialogue that is needed to more fully address sexual misconduct on college campuses.

AbstractSocial equity is a pillar of public administration (PA), yet its actualization remains elusive. The path forward to closing persistent social equity gaps requires the utilization of quantitative intersectionality in PA. This article explores the literature related to quantitative intersectionality and the imperative for use in the scholarship and practices of PA. To exemplify this concept in practice, we present a case study examining Vocational Rehabilitation performance data reports. Findings illustrate how quantitative intersectionality provides an opportunity to unpack overlapping identities for people with disabilities whose individual characteristics include historically oppressed race/ethnicity and gender identities. Findings assert the imperative for using quantitative intersectionality to achieve social equity for all.

COVID-19 is forcing alterations to administrative communication. Higher education institutions transitioning online during the pandemic offers a fertile ground to analyze what happens to organizational communication within administration when the mode is primarily remote. Using a content analysis of emails and participant interviews, this work finds that while administrators intend to communicate empathy, messages fall short of fostering connection with faculty due to failing to cultivate buyin through quality feedback channels. The takeaways of this study of remote communication is that despite its mode, communication must be two way, and the authenticity of organizational communication becomes more important under pressure-filled circumstances.