A model for examining the relationship between the professor and teaching assistant (TA) was tested at the University of California, Irvine. Based on an open communication system between professor and TA, problem identification and solutions strategies were a participatory process. Professor and TA opinions about participative restructuring were…

A corporate leader argues that higher education leaders must be prepared to manage change, and suggests focusing on results, communicating straight and openly, and delegating responsibility. An institutionwide communication program and greater efficiency are key elements in management change. (MSE)

The interplay of power, political behavior, and ethics has been the subject of many books and articles about business organizations, but little has been published about using power and political skills in ethical ways to lead whole-system change in school districts. This book does. Readers will learn about the context for change in school…

A discussion of college and university retrenchment based on interviews with 40 faculty and 20 administrators at 2 research universities looks at programs threatened with termination as terrains contested among academic fields, where wide divergences in professional/discipline-based power become evident. Results appeared to have less to do with…

A study by the National Association of College and University Business Officers surveyed member institutions (n=235) about the use and effectiveness of responsibility center management (RCM) on campus. Results indicate private colleges are more likely to use RCM. Major areas of concern include organizational structure, financial information for…

Changing student demographics, legislation improving standards and access, and increasing community expectations are creating instability in the nation's education system. Also, public confidence in schools' effectiveness has eroded. This treatise draws on sociology, corporate studies, and effective schools research to understand how education…

The University of Miami (Florida) information resources department developed and instituted a program of "jump level leadership" in 1989 to open communication between all hierarchical levels. Results include free flow of ideas within the department, organizational changes, and happier, more effective employees. Successes, problems, and…

Current college faculty discontent comes from "corporatization," the increasing subordination of traditional collegial governance arrangements to intrusive management procedures. Faculty believe college and university organization is rapidly evolving toward a hierarchical pyramid of control, centralized planning, and top-down decision making, and…

A study was done at the University of Colorado to determine the qualifications, priorities, behaviors, and authority base of effective curriculum directors in six Colorado school districts. The study employed both qualitative and quantitative research. The qualitative data were obtained by observing and interviewing the curriculum directors and by…

This article offers six principles of feminist thinking: (1) the power of naming; (2) invisibility of women's work; (3) circular progress; (4) what constitutes knowledge and knowing; (5) feminist values of equality, inclusion, and diffusion of power; and (6) the personal as political. The principles are applied to human resource management in…

Over a decade ago New Jersey granted significant financial and operating autonomy to its state colleges. A look back to 1986, when the legislation was being implemented, identifies elements that enabled the successful transfer of responsibilities from the state to the campus. These included three categories of specific autonomies: cash management,…

Factors in organizational climate and structure that enhance innovation include need to respond to emerging market trends and discomfort with the status quo. Inhibitors include negative language used regarding new ideas and lack of strategic organizational direction. As in industry, higher education can use these to involve employees in change:…

This paper investigates the role of the budget as an instrument for realizing strategic change and as an influencing factor on the behavior of university faculty within the decentralized educational environment of the Netherlands. It distinguishes between a base component (lump sum allocation) and a special-purpose component (earmarked allocation)…

Evolution of the relationship between academic and administrative functions in Swedish universities is traced over 30 years. Attention is given to a shift toward administrative power during a period of university democratization, and partial restoration of academic leadership in the 1990s. Two distinct patterns of administrative structure are…

Examines relationships which exist internationally between contexts, methods, and impact on institutions of external quality assessments in higher education. Argues that debates about quality assessment are frequently debates about power and change. Case studies of the University of Aalborg (Denmark), Uppsala University (Sweden), and Monash…