In this essay, I introduce the term "governance inversion" to describe a situation in which a university administration repositions a governance body in such a way as to limit its legitimate governance function. Structural conditions might make governance inversion more likely, but narratives might also be deployed to make the inversion…

In Canada, only 44% of members of academic governance bodies at universities feel that their boards are effective decision-making bodies (Jones, Shanahan, & Goyan, 2004). In this study, we examined the views of senators at a British Columbia university regarding their senate's effectiveness in decision-making, including structures, processes,…

Shared governance between the administration and faculty has been traditional for most public universities, but varies considerably in its nature and effectiveness. In the United States it probably takes its most structured form at the University of California. There are good reasons for having shared governance, and yet it tends to be poorly…

This article examines the implications of the rise of managerialism for student participation in university governance. It explores this theoretically by proposing a matrix of ideal-type regimes of student governance based on the work of Hyden, Olsen and others. The working of this typology is illustrated in a case study of the student political…

This study of organizational structure, administrative structure, and governance of colleges of arts and sciences at five major universities summarizes the issues involved and identifies some common concepts and arrangements. From the information obtained it seems unlikely that a single organizational structure exists or could be designed to serve…

This document discusses Los Angeles City College's (LACC) (California) Shared Governance Model. In response to California Assembly Bill 1725, LACC set forth a plan to implement the statutory requirements of shared governance. Shared governance is a concept grounded in the idea that decision-making is a process that affects the entire campus…

In 1985, the faculty of Chabot College in California decided to revise the constitution and develop by-laws for the Faculty Senate on the grounds that the present operating rules were inadequate to help promote the Faculty Senate as an effective group within the governance structure of the college. A study was conducted to review the operating…

This document addresses how the widespread diversity of American higher education has become a distinctive and defining characteristic of the system as a whole. The goal of this document is to create an understanding of diversity in higher education by addressing the classification of higher education, the foundation and development of the…

This report provides the results of a survey of state board members, presidents, and the local trustees of the twenty-eight institutions within the Florida Community College System (FCCS). The survey was an effort to determine what was working well in the current system, where problems existed, and where these individuals felt the various…

This publication reports on a state mandated review of the Oklahoma higher education system's governance and offers extensive recommendations. Following a preface and an executive summary which presents the recommendations in brief, Part I, an introduction, describes the review process which included initial recommendations from the State Regents,…

A survey of 402 higher education institutions questioned faculty senate heads and administrators about the composition, effectiveness, and issue-orientation of faculty senates. Characteristics of administrative organization, areas of governance responsibility, issues to be addressed in the next three years, and perceptions concerning areas that…

Significant changes in relationships between the governing boards and sponsoring religious bodies of a group of Catholic colleges were investigated for the period from January 1966 to January 1972. Changes in board composition, structure, and power, and perceived results of governance changes are described. Recommendations are included. (SW)

This book combines theory and practice to suggest a viable alternative to traditional practices of college administration and governance--the participative model which aims at developing cooperative relationships among the members of the college community as opposed to confrontation. The structural components of this model include an all-college…

This work focuses on the transformational theory of leadership, which advocates appointment of a strong charismatic president to lead and transform the university through the power of his or her own vision for the future. The authors argue that this type of leadership is far more effective than the transactionalist leadership style, which…

Confusion and conflict between college administration and policy formation are discussed. A reformulation of trustee, administrator, and faculty responsibility is proposed in which policy-making and implementation are shared, in varying proportions according to institution size and type, and in which the administration is encouraged to formulate…