process would join the financial, enrollment, and capital planning processes as components of the overall university-wide planning process that was described in Chapter 4.
This chapter described financial, enrollment, and capital facilities planning. They have common features and are reciprocally related. Each ties into the other, and indeed each involves some of the same departments and managers. They demonstrate process management, team efforts, and specified events at specified times. Together, the processes support overall university goals and objectives. Consultation and opportunities for user input, expert judgment, and shared decision making are hallmarks of all three processes. They provide a means of setting priorities, evaluating success, and making corrections and refinements as the plans are implemented and new plans are formulated. They deal with elements that are vital to the university's operations and success.
The next part of the book moves from planning to using plans to achieve performance excellence. It describes interventions for organizational change. Chapter 6 begins Part III with a description of performance management functions that evaluate organizational conditions and facilitate change to more efficient, customer-oriented policies, programs, and operations.
Questia, a part of Gale, Cengage Learning. www.questia.com
Publication information: Book title: Achieving Performance Excellence in University Administration:A Team Approach to Organizational Change and Employee Development. Contributors: Manuel London - Author. Publisher: Praeger Publishers. Place of publication: Westport, CT. Publication year: 1995. Page number: 99.
This material is protected by copyright and, with the exception of fair use, may not be further copied, distributed or transmitted in any form or by any means.