In partial fulfillment of the requirements for the subject DSSD 617: Institutional Building in Philippine Womens University

An Analysis of Institute Using Goethe-Institut

By Genevieve M. Nangit Student No. 20132620

December 18, 2013

1. Introduction

Institutionalization has many concepts resulting to several theories depending on the context of analysis. My purpose is to examine institution, and to do so I have chosen the context of organization and limited my analysis in Goethe-Institut. My goal is to know the traits that an organization has which enabled it to be an institute? How did Goethe-Institut institutionalize itself?

Goethe-Institute was established in 1951 as an alternative to the German Academy. The first task of the Institut was to offer additional education to foreign German teachers in Germany. Gradually, in 1959 to 1960, Goethe-Institut took over all the German cultural institutes abroad and this was through the initiative of the head of the arts sector of the Foreign Office, Dieter Sattler. This initiative indicated the governments desire to pursue its foreign cultural policy abroad. Then in 1968, a student revolts facilitated the Institut to expand and include in its programme sociopolitical topics and avant-garde art.

Goethe-Institute had gone a long way after its birth in 1951. Now, the Institut do most of their work overseas. They have 158 institutes including 12 liaison offices in 93 countries that offers language, cultural and information services focused on the respective locations. In addition to this, the Institut has alliances with local cultural societies, libraries and language learning centres.

The Goethe-Institut Head Office is located in Munich and also operate a Capital Office in Berlin and have a number of institutes located all over Germany.

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2. Framework of Analysis

Examining institution of Goethe-Institut requires a framework of analysis. This framework serves as a guide in determining the patterns of actions that the organization has and how it was able to institutionalize the system. I developed my framework of analysis by collecting definitions of the following terminologies: social system, organization, institution, and institutionalization. The major inputs in my framework came from the works of T. Parsons (1991) The Social System and R.L. Jepperson (1991) Institutions, Institutional Effects, and Institutionalism.

The framework is divided into two parts. The first part presents the development of the analytical questions and, the second part is the development of the data collection form.

Table 1. Framework of Analysis Part 1 Developing the Analytical Questions

Definition or concept A {social} system is any collection of interrelated {individuals} and is often seen to be purposeful or functional, that is, it exists to satisfy some purposes or goal. [Oxford definition of system (noun) an organized scheme or method.] A social object is an actor, which may in turn be any given other individual actor (alter), the actor who is taken as a point of reference himself (ego), or a collectively which is treated as a unit for Extracted common terms/phrases >group of individuals >there is a purpose >system of actions

Terminology Social system

Reference The Penguin, Dictionary of Sociology & Talcott Parsons, 1991

Analytical questions (1) Is Goethe-Institut composed of individuals? (2) Does the individuals in the Goethe-Institut follows a common purpose (i.e., does Goethe-Institut has an explicit statement of its purpose of existence?) (3) Does Goethe-Institut has an organized method of actions (i.e., procedures of the organization)?

Talcott Parsons, 1991:3

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Terminology

Definition or concept purposes of the analysis of orientation.

Reference

Extracted common terms/phrases

Analytical questions

A social system consists of plurality of individual actors interacting with each other in a situation which has at least a physical or environmental aspect, actors who are motivated in terms of a tendency to the "optimization of gratification" and whose relation to their situations, including each other, is defined and mediated in terms of a system of culturally structured and shared symbols. The social system is a system of action. It is a system of interdependent action processes.

Talcott Parsons, 1991:3

Talcott Parsons, 1991:138

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Terminology Organization

Definition or concept Cooperation is needed for an exchangeable entity, the significant "product" or possession that is not the product of a single actor's activity but of the plurality of individual actors. Cooperation is a closer mode of the integration of instrumental activities than is exchange. It means the meshing of activities or "contributions" in such a way that the outcome is a unit which as a unit can enter into the exchange process. A system of cooperative relationships may be called an organization.

Reference Talcott Parsons, 1991:47

Extracted common terms/phrases >cooperative relationships

Analytical questions (4) Does Goethe-Institut explicitly state (i.e., documents or contracts) that ensure cooperative relationships among its employees?

Institution

An institution is then a social pattern that reveals a particular reproduction process. [Oxford definition of process - (verb) perform a series of actions on something to change or preserve it; deal with someone or something using an established procedure.] Jepperson, 1991

>Social pattern that reveals a particular reproduction process

(5)What are the patterns or orders that Goethe-Institute reproduce? (6)What are the processes that GoetheInstitut apply to reproduce their patterns or orders?

Institutions are not reproduced by "action", rather it is through routine reproductive procedures that support and sustain the pattern and also further its reproduction, unless collective action blocks or environmental shocks disrupts the reproductive process.

Jepperson, 1991

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Terminology

Definition or concept All institutions simultaneously empower and control. All institutions are frameworks of programs or rules establishing identities and activity scripts for such identities. Institutions are socially constructed, routine-reproduced (ceteris paribus), program or rule systems. An institution provides means of orientation to a large number of actors. It enables them to coordinate their actions by means of orientation to a common signpost. When departures from the {social} pattern are counteracted in a regulated fashion, by repetitively activated, socially constructed, controls - that is by some set of rewards and sanctions - we refer to a pattern as institutionalized. [Pattern is referred by Jepperson (1991) as conventional to standardized interaction sequences.] If one holds a pattern to be institutionalized, then there should be an ongoing reproductive processes and "departures from normal forms of action defined by the [institutional] design tend to be

Reference Jepperson, 1991

Extracted common terms/phrases

Analytical questions

Jepperson, 1991

Jepperson, 1991

Lachman, 1971:49

Institutionalization

Jepperson, 1991

>on-going reproductive processes >departures from normal forms of action are counteracted through routines >produced an expectation bonds or reciprocal expectations of predictability

(7)What are the mechanisms the Goethe-Institut applies to ensure that their reproductive processes is continuous for institutionalizing patterns? (8)What are the routines that counteracted actions that depart from the organization's pattern of actions that are being institutionalized? (9)What are the mechanisms of GoetheInstitut that ensure that there is a "reciprocal expectations of predictability" on the organization's institutionalized patterns?

Jepperson, 1991

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Terminology

Definition or concept counteracted" through routines (Fararo and Skvoretz 1986:224).

Reference

Extracted common terms/phrases

Analytical questions

Institutionalized programs then produce expectational bonds or "reciprocal expectations of predictability" (Field 1979:59)

Jepperson, 1991

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Table 2. Framework of Analysis Part 2 Developing the Data Collection Form

Questions lifted from UNDP Resource Catalogue1 The Institut has adequate staff in all key positions? The Institut has a documented mission that is clear? The Institut's mission is understood by staff and/or members? (To understand the mission, the staff must have an access to the mission of the Institut) The Institut establishes its own policies, goals and structure? The Institut's activities mesh with institutional mission and priorities? Staff can clearly describe their roles and responsibilities? Sources of data2,3 Key informant interview Institut's website, Basic Agreement, Key informant interview Institut's website, Basic Agreement, Key informant interview, magazine Basic Agreement Basic Agreement, Key informant interview Key informant interview

Analytical Questions Is Goethe-Institut composed of individuals? Does the individuals in the GoetheInstitut follows a common purpose (i.e., does Goethe-Institut has an explicit statement of its purpose of existence?)

Related questions

Does Goethe-Institut has an organized method of actions (i.e., procedures of the organization)? Does Goethe-Institut explicitly state (i.e., documents or contracts) roles of individuals that will ensure cooperative relationships among its employees?

Staff morale is regularly evaluated by the Institut?

What are the patterns or orders that Goethe-Institute reproduce?

What are the patterns or orders that GoetheInstitute reproduce?

Does Goethe-Institut has a clear job description for its staff? As for you, can your clearly describe your roles and responsibilities? Does Goethe-Institut evaluate the satisfaction level of its staff? In other words, do they conduct survey or interviews? If yes, how frequent? Furthering the knowledge of the German language; fostering international cultural cooperation; conveying a comprehensive picture of Germany by providing information on cultural, social and political life.

Key informant interview

Basic Agreement

What are the mechanisms that Goethe-Institut apply to reproduce their patterns or orders?

The Institut's legal framework, policies, rules, and procedures provide a consistent referent for operations?

Basic Agreement

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1 Institut subsystems for administration, production, financial management, and other operations operate efficiently?

Related questions Do you experience any significant delay with the administration, production or financial management? What I mean by 'significant delay' is that you cannot proceed to your work because you need the important input from them.

Sources of data2,3 Key informant interview

Technological resources Appropriate facilities and equipment are available to support operation? The Institut has access to logistical and communications needs? The Institut possesses the needed technological resources?

Basic Agreement, Key informant interview, magazine Basic Agreement, Key informant interview Basic Agreement, Key informant interview, magazine

Budget aspects The Institut has access to resources in line with planning budgets? The Institut has control over its own budget? The Institut has awareness of its future resource needs? Effective financial management and accounting procedures are in place? Management The institution has adequate management depth? The Institut management has a high degree of autonomy? Managers have a clear sense of realistic goals and priorities? Managers have a high level of fiscal and operational awareness?

Basic Agreement, Financial reports Basic Agreement, Financial reports Basic Agreement, Financial reports Basic Agreement, Financial reports

Basic Agreement, brochure Basic Agreement, brochure Basic Agreement, brochure Basic Agreement, brochure

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1 Linkages with other organizations Appropriate links exist with other institutions?

Related questions

Sources of data2,3 Basic Agreement, GoetheInstitut websites, Key informant interview Key informant interview Key informant interview Key informant interview Key informant interview Key informant interview

What are the mechanisms the Goethe-Institut applies to ensure that their reproductive processes is continuous for institutionalizing patterns?

The staff turnover rate is low? Opportunities exist for staff professional development and on-the-job training? Staff needs are analyzed in the planning process? Recruitment and promotion policies provide for internal and external staff growth? The Institut learns from its mistakes and staff are rewarded for confronting rather than concealing errors? Staff is held accountable for getting work done according to clear performance standards?

Do you have any idea if the staff turnover rate is low? Do Goethe-Institut implement this kind of process? Do Goethe-Institut implement this kind of process? Do you have this kind of policy in Goethe-Institut? Can you give me a scenario?

What are the routines that counteracted actions that depart from the organization's pattern of actions that are being institutionalized?

What are the mechanisms of Monetary and non-monetary incentives support Key informant interview Goethe-Institut that ensures that targeted behavior? there is a "reciprocal expectations of predictability" on the organization's institutionalized patterns? 1United Nations Development Program. (2005). Measuring Capacities: An Illustrative Catalogue to Benchmarks and Indicators. Capacity Development Group Bureau for Development Policy. 2Magazines, financial reports, brochures are from the Institut s website 3Intitues website http://www.goethe.de/uun/org/ges/enindex.htm

Does Goethe-Institut has staff performance evaluation? If yes, how frequent is this being done? Can you share with me an experience on how process performance was done, and did it made a positive effect in your work performance? Does Goethe-Institut provides monetary and non-monetary incentives support for targeted behavior? If yes, can you share with me a scenario?

Key informant interview

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3.

Collected Data
Questions lifted from UNDP Resource Catalogue1 The Institut has adequate staff in all key positions?

Analytical Questions Is GoetheInstitut composed of individuals?

Related questions

Findings Yes, based on the key informant

Responses from the key informant We do have about 15 Language Teachers and about 2 permanent personnel (1 heading it and the other one running the course registration) in the Language Department, plus 1 project staff to help out with course registration. As to organizing/implementing our events, the Director is the one leading it and we do have 1 program coordinator to help her out with the cultural programs. Whatever you've read in the overall mission statement of Goethe, that is our mission as well. It's the same. Whatever you've read in the overall mission statement of Goethe, that is our mission as well. It's the same.

The number of employees are correct except that under Registration there is only 1 permanent staff, the other one is a project staff that helps out with course registration and we don't consider him a permanent employee due to the type of contract he has. As for the service personnel, kindly just state 1 Driver, 1 Messenger, and 1 Technician.

Does the individuals in the Goethe-Institut follows a common purpose (i.e., does GoetheInstitut has an explicit statement of its purpose of existence?)

The Institut has a documented mission that is clear? The Institut's mission is understood by staff and/or members? (To understand the mission, the staff must have an access to the mission of the Institut) The Institut establishes its own policies, goals and structure?

Yes, based on the key informant and the GoetheInstitut's websites. Yes, based on the key informant.

Does GoetheInstitut has an organized method of actions (i.e., procedures of the organization)?

Yes, this is part of the Basic Agreement (BA) [see Article 1 Section] and can be inferred from the key informant's statement.

We are also get audited internally by other Goethe-Instituts from the region to check whether we are maintaining our internal standards/procedures in conducting German courses (every 2 years) and examinations (every 3 years).

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1 The Institut's activities mesh with institutional mission and priorities? Staff can clearly describe their roles and responsibilities?

Related questions

Does GoetheInstitut explicitly state (i.e., documents or contracts) roles of individuals that will ensure cooperative relationships among its employees?

Staff morale is regularly evaluated by the Institut?

What are the patterns or orders that Goethe-Institute reproduce?

What are the patterns or orders that GoetheInstitute reproduce?

Does Goethe-Institut has a clear job description for its staff? As for you, can your clearly describe your roles and responsibilities? Does Goethe-Institut evaluate the satisfaction level of its staff? In other words, do they conduct survey or interviews? If yes, how frequent? Furthering the knowledge of the German language; fostering international cultural cooperation; conveying a comprehensive picture of Germany by providing information on cultural, social and political life

Findings Yes, this is part of the BA [see Article 1 section 1] and from Goethe-Institut's websites. Yes, based on the key informant.

Responses from the key informant We are also get audited internally by other Goethe-Instituts from the region to check whether we are maintaining our internal standards/procedures in conducting German courses (every 2 years) and examinations (every 3 years). Yes, each staff has a clear job description in the personnel file which are also attached to each individual's contract upon hiring.

Yes, based on the key informant.

Yes, we do have an annual staff appraisal with whoever is the immediate supervisor.

Not applicable

What are the mechanisms that GoetheInstitut apply to reproduce their patterns or orders?

The Institut's legal framework, policies, rules, and procedures provide a consistent referent for operations?

Yes, this is part of the BA [see Article 1 sections 1 & 4, Article 2 section 1].

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1 Institut subsystems for administration, production, financial management, and other operations operate efficiently?

Related questions Do you experience any significant delay with the administration, production or financial management? What I mean by 'significant delay' is that you cannot proceed to your work because you need the important input from them.

Findings No, based on the key informant.

Responses from the key informant Not really that significant. We try to make things manageable with the given deadlines.

Technological resources Appropriate facilities and equipment are available to support operation? The Institut has access to logistical and communications needs? The Institut possesses the needed technological resources? Budget aspects The Institut has access to resources in line with planning budgets?

Yes, based on the key informant.

On the administration side, we try to upgrade and invest in facilities/equipment and make sure everything is working fine.

Yes, based on the key informant.

As for the service personnel, kindly just state 1 Driver, 1 Messenger, and 1 Technician.

Yes, based on the key informant.

On the administration side, we try to upgrade and invest in facilities/equipment and make sure everything is working fine.

Yes, there is a provision on budgeting and funding in the BA [see Article 4 section 11, Article 5, Article 6 section 5].

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1 The Institut has control over its own budget?

Related questions

The Institut has awareness of its future resource needs? Effective financial management and accounting procedures are in place?

Findings Yes, there is a provision in the BA about the use of funds [see Article 6 sections 1,2,3,4,7]. Yes, this is stated in the BA [see Article 5]. Yes, this can be inferred from the regular annual financial reports, stipulated in the BA [see Article 7 sections 1 & 2], and based on the key informant. Yes must be, I inferred based on the provisions in the BA [see Article 4 section 4, Article 8 and 10]. No, I inferred based on the BA.

Responses from the key informant

Our finances get audited internally (yearly) and by an external company (depending on the Headquarters) hired by the Headquarters in Munich.

Management The institution has adequate management depth?

The Institut management has a high degree of autonomy? Managers have a clear sense of realistic goals and priorities? Managers have a high level of fiscal

Yes must be, I inferred based on the provisions in the BA. Yes must be, I inferred based on

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1 and operational awareness?

Related questions

Findings the provisions in the BA. Yes, this is reflected in Goethe-Institut's websites and from the key informant. No, based on the key informant Yes, based on the key informant

Responses from the key informant

Linkages with other organization Appropriate links exist with other institutions?

What are the mechanisms the Goethe-Institut applies to ensure that their reproductive processes is continuous for institutionalizing patterns?

The staff turnover rate is low? Opportunities exist for staff professional development and on-the-job training?

Do you have any idea if the staff turnover rate is low? Do Goethe-Institut implement this kind of process?

Staff needs are analyzed in the planning process?

Do Goethe-Institut implement this kind of process?

Yes, based on the key informant

We do are however recognized by the Department of Foreign Affairs as an institution based on the cultural cooperation agreement entered between the Government of the Federal Republic of Germany and Philippines. For example, Germans value punctuality and hard work so as employees, we know this and we try to adapt the same attitude. Every time we have a meeting, we are expected to arrive on time and we do not have an excuse to be late and if we were caught in a traffic due to a prior meeting, we have to call ahead of time. Germans are also very committed to deadlines so we have to make sure that we perform well in our jobs by fulfilling what is expected of us depending on our function and responsibilities. We are expected to perform with minimal supervision and we have to expect that work is constant and unending. Germans take their work seriously and we are expected to do the same. No, these are no explicit written rules anywhere.

We do have continuous collaboration with the Department of Education in making the German language part of the curriculum especially with the K12 implementation. It's very low, 1-2% perhaps, sometimes 0% Yes, locally we make it a point we organize a Teambuilding session every year, if the budget is approved by the regional center. We also have a training catalog accessible by everyone who could request for the training they need; however, everything is subject to the Director's approval as well as the regional center. We do this yearly in parallel to the yearly budget. We don't have a specific term though for this process. Yes, locally we make it a point we organize a Teambuilding session every year, if the budget is approved by the regional center. We also have a training catalog accessible by everyone who could request for the training they need; however, everything is subject to the Director's approval as well as the regional center. We do this yearly in parallel to the yearly budget. We don't have a Page 14 of 19

Analytical Questions

Questions lifted from UNDP Resource Catalogue1

Related questions

Findings

Responses from the key informant specific term though for this process. We don't have specific recruitment and promotion policies but these are somehow embedded in the yearly appraisal talk.

Recruitment and promotion policies provide for internal and external staff growth? The Institut learns from its mistakes and staff are rewarded for confronting rather than concealing errors?

Do you have this kind of policy in GoetheInstitut?

Yes, based on the key informant

Can you give me a scenario?

Yes, based on the key informant

What are the routines that counteracted actions that depart from the organization's pattern of actions that are being institutionalized?

Staff is held accountable for getting work done according to clear performance standards?

Does Goethe-Institut has staff performance evaluation? If yes, how frequent is this being done? Can you share with me an experience on how process performance was done, and did it made a positive effect in your work performance?

See key informant's reply. There may not be a regular performance appraisal. Goethe-Institut may establish its own policies, goals and structure in pursuant of its contractual duties but when it comes to management it is not autonomous from the Federal Minister of Foreign Affairs

We don't have something like this. What we have is a weekly management meeting together with the Director and Heads of each department. This is where real talks happen and based on our experience, more effective, because every meeting we have a minutes of the meeting being sent to participants. It's just a normal yearly appraisal where the boss and staff talks and writes about the goals to be achieved for the year. Each party is also free to discuss about complaints and grievances. And of course this is the time where the boss also compliments the staff.

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Analytical Questions

Questions lifted from UNDP Resource Catalogue1

Related questions

What are the Monetary and mechanisms of non-monetary Goethe-Institut incentives that ensures support targeted that there is a behavior? "reciprocal expectations of predictability" on the organizations institutionalized patterns? 1United Nations Development Program. Bureau for Development Policy.

Does Goethe-Institut provides monetary and non-monetary incentives support for targeted behavior? If yes, can you share with me a scenario?

Findings [see Article 2 in the BA]. No, based on the key informant.

Responses from the key informant

Since it's a government organization, we are not allowed to give incentives in any form. However, if we received a gift or any item from our partners, we raffle it out to the staff in December, if there would be extra budget for us to organize a Christmas party.

(2005). Measuring Capacities: An Illustrative Catalogue to Benchmarks and Indicators. Capacity Development Group

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4.

Analysis

The Goethe-Institut was established by the Federal Government of Germany as part of its constitutional responsibility for foreign cultural policy, and the Basic Agreement between Goethe-Institut and the Foreign Office had laid down the clear agenda of the organization, as well as, the source of its funding and financial accountability to the donors. The data from the key informant confirm the provisions in the Basic Agreements because the organization has a regular financial audit.

About the operations of the organization, an internal audit is regularly being conducted to verify if the activities are aligned with its goal. Though I do not have the reports of the internal audit, the alignment of activities and programs to the Instituts goal are reflected in the websites and this finding is based on the documents and press releases available. I can also attribute the clear stipulations in the Basic Agreement of the tasks of the Institut had facilitated the necessary organization structures, policies and frameworks for developing unified programmes and activities.

Concerning the welfare of the employees, I was not able to acquire documents to corroborate the data I received from the key informant. Because of this, my inferences include assumptions that can only be countered by the existence of reports, surveys and human resource policies. The staff have clear knowledge of their job responsibilities and roles as expressed by the key informant. Also, they are aware and are working together to achieve the goals of the Institut. I would also say that it is doubtful that a staff does not have any idea of the organization's goal because the websites provide this information, and I suppose that the organization has an employee orientation once a new staff is hired. In addition to this, the
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existence of annual appraisal of staff could also correct any misunderstanding and misalignment of the tasks related to the Institut's goal.

5.

Conclusion

In summary, I would say that Goethe-Institut has a clear purpose and is supported with documents that facilitates systematic execution of its tasks. The collected data have shown that in terms of financial, technological and human capital, the Institut is capable to sustain and replicate its operations and programmes. This confirmed the institutionalization of the systems of actions of the organization, and as result they were able to establish 158 institutes in different countries.

Though I have no empirical data to substantiate my findings about the employees welfare in the Institut beside the low turn-over rate of staff, I tried to reach to a conclusion that the Institut has established and maintained a cooperative relationships among its employees. This kind of relationship is essential to facilitate the tasks of each employees and supports the continuous replication of the work pattern. A cooperative relationship encourages a valueoriented activities and by reproducing them through practices and open-communication contributes to the institutionalization of the organizations structure as a whole.

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References Abercrombie, N., Hill, S., Turner, B.S. (1994). The Penguin Dictionary of Sociology (3rd ed.). London, England: Penguin Books Ltd. Jepperson, R.L. (1991). Institutions, Institutional Effects, and Institutionalism. In W. Powell and P. DiMaggio (Eds.) The New Institutionalism in Organizational Analysis. University of Chicago Press. Lachmann, L.M. (1971). The Legacy of Max Weber. California, U.S.A.: The Glendessary Press. Parsons, T. (1991). The Social System (2nd ed.). London: Routledge Taylor and Francis Group. Available from Taylor & Francis e-Library

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