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| Baldridge, J. Victor | 8 |
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| Pfeffer, Jeffrey | 1 |
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The Analysis of Organization Change: A Human Relations Strategy versus a Political Systems Strategy.
Download full textBaldridge, J. Victor – 1971
This paper removes one of the major drawbacks to understanding change by offering a definition of organizational change which specifies the system levels that are subject to change and explains the nature of the relationship between these various levels and the overall goals of the organization. Two strategies for studying organizational change…
Descriptors: Organization, Organizational Change, Political Power, Social Psychology
Peer reviewedBaldridge, J. Victor; Burnham, Robert A. – Administrative Science Quarterly, 1975
Argues that research on diffusion of innovation should shift from individuals to organizational structure and environmental factors. (Author)
Descriptors: Adoption (Ideas), Diffusion, Educational Innovation, Elementary Secondary Education
Baldridge, J. Victor – 1974
This paper argues that research on innovation and organizational change should shift its focus from the impact of individuals to that of organizational structure and environmental factors. The results of two research projects carried out in 1968-69 and 1969-70 on organizational change in school districts are presented to support the premise that…
Descriptors: Educational Change, Educational Innovation, Educational Research, Environmental Influences
Peer reviewedBaldridge, J. Victor; Kemerer, Frank R. – Journal of Higher Education, 1976
Reports a survey of every unionized college and university in the nation on the impact of faculty collective bargaining on traditional processes of academic governance, particularly faculty senates. One of several conclusions: the degree of threat that unions constitute depends on past history of the senate, legal framework, administrator role,…
Descriptors: Collective Bargaining, College Administration, College Faculty, College Governing Councils
Baldridge, J. Victor – UCLA Educator, 1977
This study concentrates on the major organizational change of a massive university during its fight for survival. Three intellectual themes interweave as they form a framework to examine the problems of organizational change. (Author/RK)
Descriptors: College Administration, Educational Objectives, Educational Planning, Enrollment
Baldridge, J. Victor – 1971
This paper for educational administrators and researchers, and theorists begins with a discussion of the role of intellectual paradigms in the development of science, and outlines some of the general social science paradigms that have been dominant in organization theory. A classification scheme is constructed, based on Udy's organizational…
Descriptors: Educational Sociology, Group Dynamics, Models, Operations Research
Peer reviewedJulius, Daniel J.; Pfeffer, Jeffrey; Baldridge, J. Victor – Journal of Higher Education, 1999
A fictitious memorandum from Niccolo Machiavelli, a 15th-century author, to college presidents, senior administrators, and faculty leaders seeking change in higher education offers suggestions for organizational development and governance in the form of ten rules and related change tactics. Topics addressed include integrity, team-building,…
Descriptors: Change Strategies, College Administration, College Planning, Committees
Baldridge, J. Victor – 1970
This bibliography deals with a wide variety of organizational dynamics and is related to the definition of organizational change developed by the Stanford Center's Organizational Change project. This definition, discussed in detail, focuses on deliberate change instituted to reformulate official policy. A topical outline of the bibliography is…
Descriptors: Administration, Administrative Change, Bibliographies, Bureaucracy
