The relationship between the structure of decision-making in a college or university and the consensus on values within the university was studied, based on the field of organization theory where cultures and values are helpful in understanding the operations of an organization. Based on a larger study of the academic profession, a qualitative review of faculty interview responses and background documents was undertaken. Of 16 institutions in the larger study, eight are collapsed into three composite colleges. One of the composites consists of three institutions that offer master's degrees but few, if any, doctorates. Another composite consists of three leading research universities, and the third is a blend of two highly selective, undergraduate liberal arts colleges. The three clusters contain colleges that have similar decision-making processes, organizational structures, and consensus on faculty values. Attention was directed to issues such as: institutional mission, sense of community on campus, faculty responsibilities, unionization, centralization/decentralization of decision-making, and the power structure. The patterns can be used for faculty development and institutional assessment; a college can assess how its decision-making process is a function of faculty value consensus. (SW)