Understanding College And University Organization

by Bess, James L.; Dee, Jay R.; Johnstone, D. Bruce

• ISBN13: 9781579221317
• ISBN10: 1579221319
• Format: Hardcover
• Copyright: 2007-10-15
• Publisher: Stylus Pub Llc

Summary

This two-volume work is intended to help readers develop powerful new ways of thinking about organizational principles, and apply them to policy-making and management in colleges and universities. The book is written with two audiences in mind: administrative and faculty leaders in institutions of higher learning, and students (both doctoral and Master's degree) studying to become upper-level administrators, leaders, and policy makers in higher education. It systematically presents a range of theories that can be applied to many of the difficult management situations that college and university leaders encounter. It provides them with the theoretical background to evaluate knowledgeably the many new ideas that emerge in the current literature, and in workshops and conferences. The purpose is to help leaders develop their own effective management style and approaches, and feel confident that their actions are informed by appropriate theory and knowledge of the latest research in the field. Without theory, organizational leaders are forced to treat each problem that they encounter as unique ' as if it were a first-time occurrence. While leaders may have some experience with a particular issue, their solutions are usually not informed by the accumulated wisdom of others who have already encountered and resolved similar situations. The authors approach the theory of the organization and administration of colleges and universities from three quite different perspectives, or paradigms, each relying on different assumptions about the 'reality' of organizational life in colleges and universities. The positivist paradigm'primarily an omnibus systems theory'integrates the chapters into a comprehensive, yet easily accessible whole. Social constructionism, the second paradigm, is introduced in each chapter to illuminate the difficulty of seeking and finding meaningful consensus on problems and policies, while also addressing important ethical issues that tend to be overlooked in leadership thought and action. The third paradigm, postmodernism, draws attention to difficulties of logic and communication under the constraints of strictly linear thinking that 'authorities' at all levels attempt to impose on organizations. This 'multiple paradigm' approach enables readers to become more cognizant of their own assumptions, how they may differ from those of others in their organization, and how those differences may both create difficulties in resolving problems and expand the range of alternatives considered in organizational decision making. The book offers readers the tools to balance the real-world needs to succeed in today's challenging and competitive environment with the social and ethical aspirations of all its stakeholders and society at large. The authors' aim is to elucidate how administration can be made more efficient and effective through rational decision-making while also respecting humanistic values. This approach highlights a range of phenomena that require attention if the institution is ultimately to be considered successful.

Table of Contents

Dynamics of the System
Problem-to-Theory Application Table	p. xiii
Foreword	p. xxiii
About the Authors	p. xxvii
Acknowledgments	p. xxix
Preface	p. xxxi
Overview	p. 463
Overview of Volume I	p. 464
Organizational Theory	p. 466
Organizational Paradigms	p. 467
Overview of Systems Theory	p. 471
Key Concepts in Systems Theory	p. 472
Contents of Volume II	p. 474
Summary	p. 482
References	p. 484
Conflict in Organizations	p. 487
Open and Closed Systems	p. 493
History of the Development of Conflict Theory	p. 498
Conflict as Structure	p. 501
Conflict as Process	p. 503
Social Constructionist Perspectives on Conflict	p. 522
Postmodern Perspectives on Conflict	p. 524
Gender Issues in Conflict Management	p. 526
Summary	p. 527
Review Questions	p. 527
Case Discussion Questions	p. 529
References	p. 530
Power and Politics in Higher Education Organizations	p. 535
Some Definitions: Power, Authority, and Politics	p. 541
Power and Rationality	p. 546
Organizational Versus Personal Determinants of Power	p. 548
Organizational Determinants of Power	p. 549
Horizontal Power: Strategic Contingencies Theory	p. 551
Vertical Power: Partisans and Authorities	p. 554
Personal Power	p. 561
Social Constructionist Perspectives on Power	p. 568
Empowerment	p. 571
Marxist and Postmodern Alternatives	p. 572
Power, Politics, and Unions	p. 574
Summary	p. 575
Review Questions	p. 576
Case Discussion Questions	p. 578
References	p. 578
Organizational Decision Making	p. 583
Decision Making as a Process	p. 594
Decision Making as Structure	p. 597
Participation Theories	p. 605
Risky Shift, Polarization, and Social Loafing in Group Decision Making	p. 615
Social Constructionist Perspectives on Group Decision Making	p. 617
Summary	p. 620
Review Questions	p. 620
Case Discussion Questions	p. 622
References	p. 622
Individual Decision Making	p. 628
Garbage Can Model	p. 634
Decisions as Role Playing	p. 637
Decisions as Personality Manifestations	p. 639
Decisions and Information Utilization	p. 643
Risk and Uncertainty: The Gambling Metaphor	p. 646
Decision Trees	p. 649
Non-Decision Making	p. 650
Postmodern Perspectives on Individual Decision Making	p. 653
Summary	p. 655
Review Questions	p. 655
Case Discussion Questions	p. 657
References	p. 657
Organizational Learning	p. 660
Conceptualizations of Organizational Learning	p. 665
Processes and Stages of Organizational Learning	p. 670
Linking Individual and Organizational Learning	p. 678
Cultural Conceptualizations of Organizational Learning	p. 686
Dialectical Perspectives on Cultural Learning	p. 689
Postmodern Interpretations of Organizational Learning	p. 693
Contingencies Governing the Use of Alternative Learning Models	p. 694
The Learning Organization	p. 696
Summary	p. 698
Review Questions	p. 699
Case Discussion Questions	p. 700
References	p. 701
Organizational Strategy	p. 706
Strategy and the External Environment	p. 714
The Linear Model of Strategy	p. 723
The Adaptive Model of Strategy	p. 726
The Emergent Model of Strategy	p. 730
The Symbolic Model of Strategy	p. 732
Postmodern Models of Strategy	p. 734
Curriculum as Strategy: Application of the Five Models	p. 736
Heuristics for Choosing a Model of Strategy	p. 738
Summary	p. 741
Review Questions	p. 742
Case Discussion Questions	p. 744
References	p. 745
Organizational Goals, Effectiveness, and Efficiency	p. 750
Conceptualizations of Effectiveness and Efficency	p. 755
The Goal Model	p. 758
The System Resource Model	p. 764
The Internal Process Model	p. 765
Strategic Constituencies Model	p. 766
Phase Models	p. 767
Fit Models	p. 767
Competing Values Model	p. 770
Quality Model	p. 772
Other Models of Effectiveness	p. 772
The Social Construction Model of Organizational Effectiveness	p. 774
Postmodern Perspectives on Effectiveness	p. 777
Organizational Efficiency	p. 779
Summary	p. 781
Review Questions	p. 781
Case Discussion Questions	p. 783
References	p. 784
Organizational Change in Higher Education	p. 790
Defining Change	p. 796
Planned Change Models	p. 798
Emergent Change Framework	p. 808
Synthesis of the Change Models	p. 810
Contingency Framework for Change	p. 813
Postmodern and Critical Perspectives on Change	p. 816
Summary	p. 819
Review Questions	p. 820
Case Discussion Questions	p. 821
References	p. 822
Leadership	p. 826
Defining Leadership	p. 830
A History of the Study of Leadership	p. 835
Idiographic Leadership Theories	p. 838
Nomothetic Approaches to Understanding Leadership	p. 843
Behaviorist Theories of Leadership	p. 847
Interactive Theories of Leadership	p. 852
Matching Traits, Contingencies, and Behaviors for Effective Leadership	p. 854
Other Approaches to Leadership	p. 864
Social Construction and Leadership	p. 866
Summary	p. 875
Review Questions	p. 875
Case Discussion Questions	p. 876
References	p. 877
The End and the Beginning: Fresh Thoughts About Organizational Theory and Higher Education	p. 886
Purposes of the Book-A Reprise	p. 887
The Complexity of Higher Education	p. 888
Perspectives of and Challenges to the Postmodern Paradigm	p. 889
The Contributions of Social Constructionist Theory	p. 890
Emerging Organizational Challenges in Higher Education	p. 890
Conclusions	p. 891
References	p. 892
Subject Index	p. 895
Author Index	p. 919
The State of the System
Problem-to-Theory Application Table	p. xiii
Foreword	p. xxiii
About the Authors	p. xxvii
Acknowledgments	p. xxix
Preface	p. xxxi
Introduction	p. xxxv
The Application of Organizational Theory to Colleges and Universities	p. 1
Colleges and Universities as Complex Organizations	p. 2
Objectives of the Book	p. 5
Theory	p. 7
Organizational Theory	p. 10
Three Perspectives on Organizational Theory	p. 12
Summary	p. 16
References	p. 17
Colleges and Universities as Complex Organizations	p. 18
Roles and Functions of Colleges and Universities	p. 20
College and University National Organization	p. 21
Internal Organization of Colleges and Universities	p. 21
Budget Making in Academic Institutions	p. 28
Personnel Decisions	p. 29
Tenure and Academic Freedom	p. 34
Student Participation in Decision Making	p. 35
Summary	p. 36
References	p. 36
Approaches to Organizational Analysis: Three Paradigms	p. 38
Paradigms Defined	p. 42
Approaches to Paradigmatic Use	p. 43
Three Paradigms: An Overview	p. 46
Positivist Paradigm	p. 50
The Social Construction Paradigm	p. 54
Postmodern Perspectives on Organizations	p. 65
Applying the Three Paradigms	p. 77
Summary	p. 78
Review Questions	p. 80
Case Discussion Questions	p. 81
References	p. 82
General and Social Systems Theory	p. 87
History of Systems Theory	p. 91
General Systems Theory	p. 93
Social Systems Theory	p. 109
The Social Systems Model	p. 111
Expanded Social Systems Model	p. 113
Proportionate Contribution of Idiographic versus Nomothetic	p. 114
The "Fit" Between and Among System Components	p. 116
Extensions of Systems Theory: Alternative Paradigms	p. 118
Summary	p. 120
Review Questions	p. 120
Case Discussion Questions	p. 121
References	p. 122
Organizational Environments	p. 126
Systems Theory and Organizational Environments	p. 130
Positivist Theories of Organization-Environment Relations	p. 134
Social Construction Perspectives on Environment	p. 152
Postmodern Perspectives on Environment	p. 158
Summary	p. 161
Review Questions	p. 163
Case Discussion Questions	p. 165
References	p. 166
Conceptual Models of Organizational Design	p. 170
A Brief Definition of Organizational Design	p. 174
Description and Overview of This Chapter	p. 175
A Brief Review of a Typical College or University Design	p. 175
Differentiation and Integration: Basic Issues in Organizational Design	p. 176
Alternative Modes of Designing an Organization: Mechanistic and Organic	p. 178
Determinants of Organizational Design	p. 181
Summary	p. 194
Review Questions	p. 195
Case Discussion Questions	p. 196
References	p. 197
Bureaucratic Forms and Their Limitations	p. 200
Bureaucratic Structure	p. 203
Centralization, Decentralization, and Participation	p. 212
Common Bureaucratic Forms	p. 214
Social Construction of Organizational Structure	p. 222
Postmodern Views on Organizational Design	p. 228
Summary	p. 231
Review Questions	p. 232
Case Discussion Questions	p. 234
References	p. 235
Organizational Roles	p. 239
Organizational Benefits and Detriments of Precise Role Definition	p. 245
Role Theory in Organizations	p. 246
Roles as Functional Positions in Bureaucracies	p. 247
Role as Expected Behavior	p. 249
Social Construction Conceptualizations of Roles	p. 258
Postmodern and Feminist Perspectives on Roles	p. 260
Role Conflict	p. 262
Role Ambiguity	p. 265
Supplementary Role Concepts	p. 267
Summary	p. 270
Review Questions	p. 270
Case Discussion Questions	p. 272
References	p. 272
Motivation in the Higher Education Workplace	p. 278
Need Theories	p. 284
Process Theories	p. 294
Social Construction and Motivation Theory	p. 306
Feminist Theory and Motivation	p. 307
Management and Motivation	p. 309
Summary	p. 309
Review Questions	p. 310
Case Discussion Questions	p. 312
References	p. 313
Groups, Teams, and Human Relations	p. 317
A Brief History of Human Relations Theory	p. 321
The Study of Groups	p. 325
Informal Organization	p. 329
Group Norms	p. 338
Teams as Groups	p. 345
Social Construction, Groups, and Teams	p. 346
Postmodern Perspectives on Groups and Teams	p. 349
Summary	p. 350
Review Questions	p. 351
Case Discussion Questions	p. 352
References	p. 353
Organizational Culture	p. 358
Conceptualizations of Culture	p. 362
Schein's Framework	p. 364
Organizational Culture and Organizational Functions	p. 372
Positivist Research on Organizational Culture	p. 375
Cultural Typologies in Higher Education	p. 376
Social Constructionist Perspectives on Organizational Culture	p. 381
Organizational Subcultures	p. 382
Critical and Postmodern Perspectives on Organizational Culture	p. 385
Culture and Difference	p. 388
Using Positivist, Social Constructionist, and Postmodern Approaches	p. 389
Organizational Climate	p. 390
Summary	p. 393
Review Questions	p. 394
Case Discussion Questions	p. 395
References	p. 396
Conclusions: Understanding the Shape of Higher Education	p. 400
Applying Organizational Theory	p. 407
Subject Index	p. 425
Author Index	p. 449
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