"One-stop" centers are evidence of institutions' recognition of students' changing needs and habits. The centers enable students to manage all of their business in one location (mirroring somewhat the process of managing tasks in industries outside of higher education). A one-stop center moves services from a process-centered approach to…

This article tells the story of a conversation-based review process and subsequent re-structuring that has transformed the supporting administrative infrastructure at the Scarborough campus of the University of Hull into a highly centralised model, breaking long-standing organisational silos and putting the student perspective into central focus.…

"The opera ain't over until the fat lady sings." So said Ralph Carpenter. Although he uttered these now famous words during a Texas Tech college basketball game in March of 1966, it is still applicable today to our modern universities where little, if anything, can be accomplished without first completing the proper paperwork. Within the…

All higher education institutions are struggling with a rapidly changing market and financial landscape. Here is a management-centered analysis of what happened when a college president, recognizing the need to make a radical adaptation to those changes, tried moving a campus community to a new organizational model, without collegial consensus,…

In ten years, Alaska Pacific University has moved from a totally decentralized administration of its adult online program to a very centralized structure. Drastic changes in funding sources and student needs have compelled the university to take new approaches. As the learning landscape continues to shift for adults, online learners, and Alaska…

Discusses how California State University's $400-million effort to centralize administrative computing has led to controversy not only over the cost, but also over pressure on individual colleges to change policies. (EV)

Brigham Young University (Utah) has addressed the need for maintenance and support of distributed computing systems on campus by implementing a program patterned after a national business franchise, providing the support and training of a centralized administration but allowing each unit to operate much as an independent small business.…

A University of Miami (Florida) project to centralize imaging/document management is described. The system will enable document storage, retrieval, and work-flow management, lower costs, and improve on traditional business practices. Benefits of imaging/document management, the rationale for centralizing, and the three-phase implementation plan…

University administrative data processing is moving toward a more distributed environment. An architecture must be established that incorporates central sites, campus centers, and end users in a networked pool of computer systems, with applications located at appropriate nodes in the network. (Author/MLW)

The revised organizational structure for computing at The Medical University of South Carolina, the planned computer and telecommunications architecture, and the current state of implementation of these projects are discussed. Recommendations concerning resource management, software, and hardware are presented. The college had several different…

The administration of higher education is increasingly taking on the characteristics of corporate management. Personnel decision making has become more formal and centralized. The shift to more policy-dictated personnel practices is occurrring on both nonunionized and unionized campuses. (Author/MLW)

The role of statewide governing and coordinating boards to represent a statewide, public interest point of view within that structure, avoiding partisan politics and partisanship among educational institutions or interest groups is discussed. Three functions of the statewide postsecondary agencies are identified: planning, program and budget…

At Carnegie Mellon University, collaborative strategic planning promotes institutional distinction through the development of focused departments that exploit university strengths and opportunities. Implications of decentralized university organization and the need for centralized leadership are discussed. (MLW)

At Southern Methodist University (Dallas, Texas), the emphasis in computing and information services has been shifted from dividing resources between administrative and academic computing to combined central support for microcomputing. A universitywide computer planning and policy committee and a college computer coordinator acting as liaison…

Five models of organizational decision-making are described, and a case study of the rational model as seen in the budget process at Stanford University during the 1970s is presented. Several issues are addressed to help administrators who are interested in increasing the organization's rational decision-making. The five models are as follows: the…