基本説明
Accessibly presents and discusses organizational theory in a way that facilitates both theory and practice within higher education settings.
Full Description
Organizational Theory in Higher Education offers a fresh take on the models and lenses through which higher education can be viewed by presenting a full range of organizational theories, from traditional to current. By alternating theory and practice chapters, noted scholar Kathleen Manning vividly illustrates the operations of higher education and its administration. Manning's rich and interdisciplinary treatment enables leaders to gain a full understanding of the perspectives that operate on a college campus and ways to adopt effective practice in the context of new and continuing tensions, contexts, and challenges.Special features include: A unique presentation of each organizational model that includes both a theory chapter for contextual background and a case chapter illustrating the perspective in practiceCoverage of eight organizational approaches, both traditional as well as those often excluded from the literature-organized anarchy, collegium, political, cultural, bureaucratic, new science, feminist, and spiritual.Consistent organizational elements across each theoretical chapter-including theoretical foundation, structure, metaphor, characteristics, and strengths and weaknesses-so that readers can better assess appropriate fit of theory to particular situationsQuestions for Discussion and Recommended Readings assist the reader to make connections to their practice and to develop an in-depth understanding of the organizational theoriesOrganizational Theory in Higher Education provides a clear understanding of how organizational models can be used to elicit the most effective practice and to navigate the complexity of higher education today. This important book is ideal for courses in higher education administration and organizational theory and for administrators and practitioners seeking to gain insight into innovative ways to approach organizations.
Contents
PrefaceChapter One: Introduction and Context SettingChapter Two: Organized AnarchyChapter Three: Case: Missions, Garbage Cans, and Decision-MakingChapter Four: CollegiumChapter Five: Case: Collegiality and Disciplinary Loyalty in Reappointment, Promotion, and TenureChapter Six: PoliticalChapter Seven: Case: Coalition Building by Boards of Trustees and the Women's Faculty CaucusChapter Eight: CulturalChapter Nine: Case: Campus, Student, and Faculty in a Clash of CulturesChapter Ten: BureaucracyChapter Eleven: Case: Executive Leadership and the Corporatization of Higher Education Chapter Twelve: New ScienceChapter Thirteen: Case: Getting Ahead of the DisruptionChapter Fourteen: FeministChapter Fifteen: Case: A Clash of Collaborative and Competitive Leadership StylesSixteen: SpiritualSeventeen: Case: Considering the Whole Person, Establishing a Family Leave PolicyEighteen: ConclusionReferences
