Discusses the benefits of using devolved budget models in further education and the tensions that may arise from their introduction. Addresses resistance to the change and the cultural and management style prerequisites for successful implementation of devolved budgets. (EV)

A decentralized administrative environment can help ensure the effective allocation of resources through particpative decision making. The decentralized structure at Washburn University is described along with how it helps integrate the planning and budgeting process and the effectiveness of the resulting resource allocations. (MLW)

Issues concerning whether to centralize or decentralize decision-making are addressed, with applications for colleges. Centralization/decentralization (C/D) must be analyzed with reference to a particular decision. Three components of C/D are locus of authority, breadth of participation, and relative contribution by the decision-maker's staff. C/D…

A pilot study was conducted to investigate preferred leadership style, faculty job satisfaction, and faculty attitudes toward decentralized budget authority at a selected midwestern research institution. An "Attitude Toward Decentralization" (ATD) scale was developed to determine faculty attitudes toward decentralized authority and…

The extent of democratization of Scandinavian higher education is evaluated. Democratization is considered to include: (1) the subordination of university decision-making to parliamentary democracy and, in Sweden, to corporate representative bodies; (2) the decentralization of higher education regionally, important particularly in Finland, Norway,…

Future societal trends and implications for the college union and student activities profession are considered. Ten major trends identified by John Naisbitt in his recent book "Megatrends" are used as focal points. Attention is directed to shifts from: an industrial society to an information society; forced technology to high tech/high touch; a…

The changing role relationships that occurred between the faculty and administrators of a university that implemented a decentralized management process over a 5-year period are discussed. The university changed from being highly centralized toward a shared and layered administrative approach. Five changes were instituted: an extensive committee…

The literature concerning higher education and generic organization theory is reviewed to address various questions relating to faculty participation in institutional decision-making. Attention is directed to: the rationale for faculty participation, alternative types of participation, participation in academic senates, participation by functional…