Achieving Performance Excellence in University Administration: A Team Approach to Organizational Change and Employee Development

Achieving Performance Excellence in University Administration: A Team Approach to Organizational Change and Employee Development

Achieving Performance Excellence in University Administration: A Team Approach to Organizational Change and Employee Development

Achieving Performance Excellence in University Administration: A Team Approach to Organizational Change and Employee Development

Synopsis

Human resource strategies for organization development include team-building methods to improve communication and reduce interpersonal conflict among university administrators. London describes the formation of a team of top administrators who focus on how to resolve conflict, develop employees, and involve them in decision making. The book considers performance problems such as marginal performance and abusive managers. It describes methods for enhancing attention to employee development through appraisal and feedback. New techniques such as the "ratingless" appraisal and 360 degree feedback are covered. Overall, it shows how to maintain and enhance organizational vitality in an environment of tight resources and external pressures.

Excerpt

This book helps university administrators think about how they can improve performance in their institutions. The idea for the book stemmed from my experiences helping administrators in a fairly large state research university during the last five years. These were times of technological change, resource constraints, external pressures from multiple constituencies, internal conflicts, and continuous challenges to do more and do everything well. The university became quality conscious and got into the habit of always looking for ways to improve. Human resource management and organizational development were keys to administrative effectiveness, and we viewed ourselves as change agents. We were in the business of facilitating and evaluating change and helping others learn how to do the same.

This book documents our efforts to improve administrative efficiency and manage the university well in tough times. Overall, the book demonstrates methods to maintain and enhance organizational vitality in an environment of tight resources and external pressures. It shows how to extend the university's community of learning beyond faculty and students to create a continuous learning organization in the administration.

This book encourages administrators to think strategically about their decisions and actions before events overwhelm them. We present ideas to make change happen. Some changes are frame breaking in that they involve a major redefinition of the institution--its mission, goals, products, and clients. Such wrenching changes are less common. Other change is incremental. It happens a bit at a time, without a clear direction and unified purpose. Such change may seem more like muddling through. The challenge is to make such changes less like muddling through and . . .

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