Academic leaders face particular challenges when they assume formal leadership roles in higher education. For the most part, they have had little prior engagement with the political, economic and strategic context of their institution and limited leadership networks on which to draw. The University of Western Australia has trialled a number of…

Discusses the most suitable organizational model for the university, considering its unique role and needs, and the challenges currently faced in a knowledge-oriented society. Suggests that the university's academic organization become more organic and adapt to the different organizational requirements of the two central university activities,…

The relationship of organizational development (OD) to college and university planning is explored and the practical use of OD interventions in administrative planning is described. Ethical issues related to implementation of a planning system and roles and strategies of administrative planners are also identified. (Author/LBH)

Resource allocation is a key factor in promoting or retarding innovation. In a restrictive economic climate, it is easy to use resource allocation for decremental rationing and to stifle innovative thinking. The technique can also be used to ensure that the institution's human resources are encouraged to identify opportunities for innovation. (MSE)

An approach to college budgeting that encompasses strategic as well as operational decisions is proposed. Strategic decisions focus on creation and maintenance of institutional capacity, whereas operational decisions focus on use of that capacity to accomplish specific purposes. Strategic budgeting must emphasize institutional assets and their…

Three conceptions underlying current university restructuring processes are examined: cost containment, separation of academic and administrative units, and emphasis on data gathering. Discussion focuses on emerging problems and suggestions for rethinking restructuring and moving beyond these conceptions. (MSE)

Examines administrative processes in higher education institutions, focusing on the different core processes within an institution and the creation of structures to make them more efficient and productive. Proposes a framework of four process-related activities benchmarking, identifying best practices, redesign, and organization alignment to…

Two general models for bringing about change--the structural model and the people model--are described. Team leadership and team building are seen as people-oriented approaches to change that also affect the structure of an organization. Both targets of change--people and structures--should be approached in tandem. (MLW)

The central problem in the art of administration is maintaining flexibility of organization. To maintain the flexibility that allows vitality and growth there must be within academe devices that encourage and facilitate the achievement of flexibility. Several of these devices are briefly noted. (Article originally published in 1935.) (AF)

Change and continuity in university administration is discussed in the British university context. It is argued that while there is no ideal form of university management, change should be accompanied by a degree of continuity, particularly because the nature of university activity relies heavily on individuals of high academic quality functioning…

Organizational barriers to information use vary with types of decisions and the phases of information collection, analysis, and communication. Strategies suitable for one environment will not always work in others. (Author/MSE)

The most critical challenge for higher education institutions in the near future will be to develop capacity for change, remove constraints to rapid response, remove unnecessary processes and administrative structures, question existing premises and arrangements, and challenge, excite, and empower all members of the academic community. (MSE)

Strengthening Pre-collegiate Education in Community Colleges (SPECC) was organized by The Carnegie Foundation for the Advancement of Teaching in partnership with The William and Flora Hewlett Foundation to increase student learning in developmental--or basic skills--classes. However, their concern was not just the success of students in classes…

Three intervention schemes for diagnosing management development needs are examined: one for formal management systems, one for management training to accompany such systems, and the third examining different institutional change strategies. The general management development model is derived from research on developing institutions. (MSE)

The evolution of Swinburne University of Technology (Australia), resulting from a merger and redesignation of an institute of technology and a college, is chronicled, with attention given to educational philosophy, public educational policy, and the institution's unique role in the national higher education system. (MSE)