The study advances higher education leadership and change scholarship by examining a mostly unexplored area--the convergence between grassroots leadership with top-down leadership. The study is framed by two theories: tempered radicals framework and distributed leadership. Three common example of convergence are described as well as strategies for…

This article uses Wellington City Libraries as the basis for a case study of a future-focused, reorganized staffing structure in a public library network. It covers the change from why, how, departure from a building-based hierarchical structure, new staff and line responsibilities, union involvement, implications for staff training to culture and…

The purpose of this study is to provide an assessment of the Follow Through organization and its major components in order to identify problems in functioning and to suggest possible organizational changes that would lead to improved functioning. Each of the major components of Follow Through - the Follow Through Office, the sponsors, local…

Santa Maria High School reorganized its management structure so that the comprehensive program for 2400 students requires only four line administrators. Students and teachers are grouped into three learning units, organized around the graduation proficiency requirements of California law AB 65. An organizational chart is provided. (SJL)

During the academic year 1970-71 a major organization change effort was undertaken in a community college in the New York State system. This change effort represents a unique combination of three organization development techniques-survey feedback, diagnostic workshops, and systematic problem solving. Survey feedback was aimed at total…

Describes the remedial approach of Middle College's five-year--grades 10 - 14--program in terms of three aspects (size and setting, counseling, and basic skills instruction) and four factors influencing institutional development (variance in educational values, line of authority, planning continuity, and attitudes toward change). (AYC)

In July 1993, DePaul University integrated its information technology and service functions under a new division of University Planning and Information Technology, consolidating formerly fragmented services to achieve a unified direction for information technology closely aligned with university goals. This case study discusses the framework,…

By tracing the development and operation of the laws underlying the present manpower program, this report points out the contradictions, overlap, and duplication which is built into the system. Lack of coordination among programs is compounded by separate funding, which increases friction between different levels of government. The report develops…

The development and five-year history of the University of Minnesota's environmental scanning effort, a strategic approach to institutional management, are discussed. Over time, scanning efforts became less theory-based and failed to become institutionalized. Inherent limitations in the organizational structure and culture of educational…

The way in which the University of Botswana went about building the consensus necessary to develop a new administrative and management structure is described. The process began with a commission review to address increasing demand, and progressed to recommendations, governing council response, a task force for reorganization, and implementation.…

The approach used by the University of Pittsburgh (Pennsylvania) in designing a campus-wide information architecture and a framework for reengineering the business process included building consensus on a general philosophy for information systems, using pattern-based abstraction techniques, applying data modeling and application prototyping, and…

Using the experiences of Rockland Community College (RCC) as examples, this paper suggests a number of successful cognitive and affective strategies for the educationally disadvantaged in community colleges, focusing on those which are competency based, cost effective and retention sensitive. First, trends in developmental/remedial education are…

Describes strategies used by 10 academic medical centers to preserve missions in face of changing demands and declining resources. Strategies include balancing planning and opportunism, developing new approaches for faculty participation in governance, experimenting with organization of core functions, listening to the customer, aligning…

The choice of the Oregon Health Sciences University to change its status from public to private is discussed, focusing on the reasons for the change (decreased public funding, health care market competition, bureaucracy), the political process of building support for legislation, key features of restructuring, challenges faced, and lessons…

Harvard University's new dental school curriculum, and the changes mandated for its implementation, are discussed. The curriculum is characterized by small tutorial groups, student-centered instruction, and clinical treatment teams. The innovations have required significant institutional revitalization efforts and financial investment, with…