Change is a perennial struggle for campuses. Trustees, presidents, policymakers, faculty, staff, students, alumni, and community groups all seek to alter some aspect of colleges and universities. Common wisdom is that higher education faculty, staff, and administrators do not want to change and are slow to innovate. This article examines the…

The organization of institutions of higher education has been seen as operating with ambiguous purposes in vertically oriented structures that are only loosely connected. The rationale for this ambiguity is twofold: (1) to allow for creative thinking, and (2) to respect--and even encourage--the autonomy of different disciplines. But ambiguity of…

Recounts the innovative changes in a newspaper's staff structure, noting the positive and negative results. (RL)

An account of various group strategies, especially with respect to alternative schools, that employ particular styles, rituals, and even forms of "temporary perversity" in order to deal effectively with the bureaucratic educational power structure. (EH)

This monograph is an historical document portraying the problems of starting Florida's first ten teacher education centers (1974-75). Its aim is to provide information to individuals and groups considering active participation in teacher education centers. The document is organized as four sections followed by a bibliography and appendix. The…

Political strategies and power tactics are necessary for the effective implementation of systemic change programs in organizations. Since the organization is a highly political environment, the consultant needs to develop both power bases and power strategies if he is to operate efficiently within such an environment. (Author)

The process of reorganizing the administrative structure of the Western Australian Institute of Technology is chronicled, from the early decisions to improve community ties, academic climate, openness to change, and cost effectiveness through a variety of proposals, theoretical considerations, and evaluation. (MSE)

This is a review of work done in the past twenty years with the Control Graph, including the evolution of Control-Graph studies, its relationship to other perspectives of organizations, and an overview of study findings. (Author)

Scarce resources have facilitated increasing interdependence among organizations. This paper describes the group dynamics of the cooperation and collaboration models and examines which one is most suitable for maintaining effective group involvement. The cooperation model is comprised of two organizations that reach a mutual agreement; however,…

In an era of deregulation, technology, foreign competition, and merger mania, corporations are forced to respond to a changing corporate culture climate. Traditionally based on a top-down structure, corporate culture--loosely defined as the sum total of how employees and management think, feel, act, or do not act--is changing toward a structure in…

Local school districts must strengthen their innovative capacity in order to respond effectively to the problems facing them. Success depends on both an organization's technical capacity to match problems with appropriate solutions and its political capacity to move an innovation through the process from adoption to incorporation. Research shows…

This collection of articles indicates much about the state of organization development (OD) and its application to education. Organization development, as an intervention theory and method, is an iterative process including six sequences of events: entry, data collection, diagnosis, intervention, evaluation, and withdrawal. The articles included…

Adopting the concept of multiple constituencies as an approach to organizational effectiveness, this chapter identifies key constituents and highlights areas and circumstances in which these constituents have an impact on research and assessment of professional schools. (Contains 1 table.)

Examines the nature of authority as embedded in organizational and professional structures within an academic library context and its relationship to the fit between the organization and the environment. Self regulation and formal participation are introduced as alternatives to traditional strategies for decision making. (CLB)

Stresses the need for research libraries to develop conscious, explicit processes for organizational change through an understanding of organizational development. Internal restructuring, parallel organization for problem solving and guiding change, organizational culture and organizational politics, strategic organizational change, training, and…