Browsing by Author "Radhakrishna, Rama"

Now showing 1 - 7 of 7
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    Administrators’ Perspectives on Organizational Environmental Factors Facing 4-H Youth Development
    Elliott-Engel, Jeremy; Westfall-Rudd, Donna M.; Seibel, Megan M.; Kaufman, Eric K.; Radhakrishna, Rama (Elsevier, 2024-01)
    4-H is the largest youth development organization in the United States and is the youth development program of the Land-Grant University’s Cooperative Extension system. A qualitative study of 13 4-H Program Leaders and seven Cooperative Extension Directors was conducted to explore the perspectives Extension Administrators hold about the organizational environmental factors facing the 4-H program. Data were analyzed using a qualitative open coding methodology. Five themes emerged from the study in response to the identified environmental factors: 1) key components of the traditional club model need to be ensured in all programming conducted; 2) the need to develop a club programming matrix to help county-level staff manage the impact and their workload; 3) good partners will expand the 4-H programs’ capacity; 4) increased involvement of first generation youth and families is needed; and 5) intentional marketing and raising awareness of the “new 4-H brand.” Adaptation poses important questions, challenges, and opportunities for the 4-H program. Because administrators represent a national population of Administrators, these insights can inform youth organizations in the United States and internationally.
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    Administrator’s Perspectives on the Environmental Factors Facing Cooperative Extension
    Elliott-Engel, Jeremy; Westfall-Rudd, Donna M.; Seibel, Megan M.; Kaufman, Eric K.; Radhakrishna, Rama (American Association for Agricultural Education, 2020-02-02)
    Extension is a complex organization with a mission to deliver research from the Land-Grant University to all U.S. communities. Extension administrator perspectives of the environmental factor changes that are facing the organization were investigated in this qualitative study to inform the direction for organization adaptation. Extension needs to respond to: shifts in funding and clientele demographics. Organization adaptation can cause long-term stakeholders to fear loss and therefore can act against the organization. Administrators need to be responsive to traditional stakeholder concerns to reduce shifting focus friction and achieve organization adaptation, and further survival.
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    A Case of Shifting Focus Friction: Extension Directors and State 4-H Program Leaders’ Perspectives on 4-H LGBT Inclusivity
    Contemporary Lesbian, Gay, Bisexual, Transgender, Queer/Questioning (LGBTQ+) youth are identifying and communicating their identities earlier in childhood then generations before as a result of more awareness and more acceptance. A qualitative study of U.S. 4-H program leaders and Extension directors resulted in an emergent theme around serving LGBT youth. The administrators of 4-H, the largest youth serving organization in the country, recognize the presence and believe the organization to be inclusive. Challenges remain in ensuring youth experience inclusion at all levels of the organization and to manage political and societal pressures resulting from shifting focus friction.
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    Extension Administrators’ Perspectives on Employee Competencies and Characteristics
    Elliott-Engel, Jeremy; Westfall-Rudd, Donna M.; Seibel, Megan M.; Kaufman, Eric K.; Radhakrishna, Rama (Clemson University Press, 2021-07-23)
    Extension administrators discussed the competencies and characteristics of Extension professionals as they explored how Extension will need adapt to changing clientele, both in who they are and how they want to receive information. Extension education curriculum is not fully preparing future Extension employees in all required competencies, falling short on use of technology, diversity and pluralism, volunteer development, marketing, and public relations, risk management, and the community development process. Additionally, the Extension educator workforce development pipeline is not preparing a demographically representative population, leaving state administrators struggling to hire prepared professionals, especially those with in-culture competency (e.g., racial and ethnic minority and urban).
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    Extension Master Gardener Social Media Needs: A National Study
    Vines, Karen A.; Jeannette, Karen; Lawrence, Maggie; Radhakrishna, Rama (Extension Education Society, 2016-04)
    An online survey was conducted to assess the feasibility of providing training on the use of social media for the Extension Master Gardener (EMG) program. Volunteers (n = 1,275) and coordinators (n = 111) responded. Findings indicate the existence of sufficient interest in a nationally coordinated social media training. Inclusion of social media as a qualifying activity in EMG programs should be explored. Findings support inclusion of volunteers in future surveys and the possible need for increased involvement of volunteers in setting program direction. Training is being developed on the basis of the data. Future surveying of the EMG population by using random sampling to more accurately define the audience is strongly encouraged.
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    Shifts in funding of public value for higher-education engagement: Extension administrator perspectives
    Elliott-Engel, Jeremy; Seibel, Megan M.; Kaufman, Eric K.; Radhakrishna, Rama; Westfall-Rudd, Donna M. (National Association of Extension Program and Staff Development Professionals, 2018-12-11)
    Introduction/Theoretical Framework/Review of the Literature: The dominant narrative communicated in the literature is that in order to improve Extension’s public support, Extension needs to measure impacts and more effectively communicate value to stakeholders (Kalambokidis, 2011; West, Drake, & Londo, 2009). Improving evaluation efforts have been aimed at supporting the narratives shared with legislators to increase public funding (Conone, 1991; Cummings & Boleman, 2006; Fetsch & Bolen, 1989; Graf, 1993; Franz, 2013). The promise of this narrative is that if Extension does a better job of documenting and communicating the economic and public impact of Extension programs then more financial resources will be appropriated (Davis, 2012; Franz, 2013; Stup, 2003; Zotz, 2004). In order to build support for Extension, “public value stories and statements” (Chazdon & Paine, 2014) or “public good” (Franz, 2015) are terminologies that have been used synonymously with “impact.” This is a movement occurring across the not-for-profit sector. The United States is experiencing a societal change that has removed the contract of public support for public services. The trend reflects a strengthening of neoliberalism in the political discourse in the United States. Neoliberalism is commonly referred to as an economic theory. Yet, it is comprised of values, ideologies, and practices that work as a “cultural field.” Giroux (2004) makes the argument that neoliberalism’s cultural dimensions erode public participation, which is the very nature of democratic life. Under neoliberal policies, the symbolic, educational, and economic capital necessary for engaged citizenship is being increasingly undercut (Giroux, 2004). Purpose and Objectives: The changing nature of public value was discovered as an emergent theme as a part of a larger descriptive qualitative study on Extension and 4-H’s organizational environmental factors. The research question of the larger study was: What environmental factors do Extension administrators perceive as being challenges for their Extension organization and the 4-H program? The objective of this project is to share State Extension Directors and 4-H Program Leaders perspectives on the changing public value contract.
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    State Administrators’ Perspectives on the Environmental Factors Facing Cooperative Extension
    Elliott-Engel, Jeremy; Westfall-Rudd, Donna M.; Kaufman, Eric K.; Seibel, Megan M.; Radhakrishna, Rama (American Association for Agricultural Education, 2024-06-30)
    Cooperative Extension is a complex organization with a mission to deliver research from the Land-Grant University to all U.S. communities. To inform the direction for organization adaptation, this qualitative study investigated Extension administrator perspectives of the environmental factor changes facing the organization. Findings reveal that Extension needs to respond to shifts in funding and clientele demographics. Organizational adaptation can cause long-term stakeholders to fear loss and act against the organization. Administrators must be responsive to traditional stakeholder concerns and build a shared understanding of the mission to reduce shifting focus friction and facilitate the organization adaptation necessary for survival.