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Showing 1 to 15 of 27 results Save | Export
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Dufault, Katie H. – Learning Assistance Review, 2017
Decentralization is an effective approach for structuring campus learning and success centers. McShane & Von Glinow (2007) describe decentralization as "an organizational model where decision authority and power are dispersed among units rather than held by a single small group of administrators" (p. 237). A decentralized structure…
Descriptors: Partnerships in Education, Campuses, Administrative Organization, Models
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Jones, Sandra; Harvey, Marina – Journal of Higher Education Policy and Management, 2017
The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the…
Descriptors: Models, Higher Education, Leadership Styles, Change Strategies
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Dorsey, Lisa L.; Gockel-Blessing, Elizabeth; James, Rhys H. – Journal of Academic Administration in Higher Education, 2015
Saint Louis University decentralized Graduate School functions in the fall of 2010. The primary goal of this initiative was to provide greater "academic flexibility and resources" to expand graduate programs and enhance research opportunities in colleges, schools, and centers on campus. This initiative allowed the Doisy College of Health…
Descriptors: Health Sciences, Medical Schools, Administrative Change, Administrative Organization
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Jones, Sandra; Lefoe, Geraldine; Harvey, Marina; Ryland, Kevin – Journal of Higher Education Policy and Management, 2012
New models of leadership are needed for the higher education sector to continue to graduate students with leading edge capabilities. While multiple theories of leadership exist, the higher education sector requires a less hierarchical approach that takes account of its specialised and professional context. Over the last decade the sector has…
Descriptors: Higher Education, Instructional Leadership, Transformational Leadership, Participative Decision Making
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Wei, Pei-Chih; Lau, Yuet Hung Camilla; Hung, Huang-Chia; Wei, Fang-Chun – Contemporary Issues in Education Research, 2012
The Role of the CEO, Executive Team, and Workforce Metrics of a small University in the U.S. is not just a question of academic standards. The 21st century requirements of education involve a wider set of attributes, equipping the young with social and organizational skills to cope with adult life inside and outside the workplace (Barber, 2001).…
Descriptors: Strategic Planning, Partnerships in Education, Participative Decision Making, College Administration
Hilliard, Tom – Jobs for the Future, 2012
As the student success movement has come of age at America's community colleges, much effort has gone into state-level reforms coupled with college-level efforts, on the theory that relying on individual institutions alone to bring change at scale across states and the nation will take too long and cost too much. But if centralized authority is…
Descriptors: Higher Education, Community Colleges, Educational Change, College Administration
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Pomrenke, Velma – New Directions for Institutional Research, 1982
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)
Descriptors: Change Strategies, College Administration, Higher Education, Leadership
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Bers, Trudy H.; Sullivan, Terrence J. – Planning for Higher Education, 1985
Planetary leadership (wanderers who seem to meander through their organizations making institutions work and change) can be a critical component of institutional change. Literature about management and organizational change is reviewed, and a case study of a major academic change at a public, suburban community college is discussed. (MLW)
Descriptors: Administrative Principles, Administrators, Change Strategies, College Administration
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Redinbaugh, L. D.; Redinbaugh, D. F. – Educational Record, 1983
Thirteen steps to implement Theory Z management, a model for positive administrative change, are identified. Theory Z has the principal objective of "developing the ability of the organization to coordinate people, not technology, to achieve productivity" and focuses on long-range staff development and consensus decision-making. (MLW)
Descriptors: Administrative Change, Change Strategies, College Administration, College Environment
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Hipps, G. Melvin – New Directions for Institutional Research, 1982
Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…
Descriptors: Change Strategies, College Administration, Faculty Development, Higher Education
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Moomaw, W. Edmund – New Directions for Higher Education, 1984
A chief academic officer must know how to initiate a process of change. A strategy for involving diverse groups, especially faculty, takes many forms. An examination of two approaches to academic leadership is presented: the bureaucratic model and the participation model. (Author/MLW)
Descriptors: Academic Deans, Administrator Responsibility, Administrator Role, Administrators
Woodrow, James I. – 1985
Strengths of the committee system and its value for colleges and universities are discussed. College committees provide more people with the opportunity to participate in the decision-making process. Leadership is provided to a committee by a chairperson who acts as a facilitator. The value of a committee depends on the scope of its mission, the…
Descriptors: Change Strategies, College Administration, Committees, Coordination
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Winstead, Philip C. – New Directions for Institutional Research, 1982
A management planning model developed by Furman University is described. The model is a decentralized participative approach to institutional governance that stresses decision-making based on use of appropriate research and allocation of resources based on management by objectives. (MLW)
Descriptors: Case Studies, Change Strategies, College Administration, College Faculty
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Bryan, William A. – New Directions for Student Services, 1996
Provides a general overview of Total Quality Management (TQM) and explains why there is pressure for change in higher education institutions. Defines TQM and the various themes, tools, and beliefs that make it different from other management approaches. Presents 14 principles and how they might be applied to student affairs. (RJM)
Descriptors: Change Strategies, College Administration, Educational Change, Higher Education
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Andrade, Sally J. – Planning for Higher Education, 1998
The context of and the participatory strategic planning process at the University of Texas, El Paso, from 1993 to 1996 is described. The internal and external factors that influence the intensive interactive process are reviewed; the university's conceptual framework for strategic planning is described; and the role of the university's planning…
Descriptors: Change Strategies, College Administration, College Planning, Higher Education
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