Managing Colleges and Universities: Issues for Leadership

By Allan M. Hoffman; Randal W. Summers | Go to book overview

1
Organizational Structure, Management, and Leadership for the Future

Richard Alfred and Scott Rosevear

The postwar decades were boom years for management in colleges and universities. A generation of presidents, deans, and top-level managers welcomed the development of organizational structures and management processes designed to help them deal with the rapid pace of growth. Bureaucratic structures, academic divisions, presidential cabinets, master planning, planning-programming-budgeting systems, management by objectives-tools like these brought control and precision to management at both department and college levels. Leaders seeking to manage growth added administrative divisions that reflected a growing need to coordinate staff and resources. New units such as strategic planning, enrollment management, and research and assessment came into being and added to the complexity of administration while expanding the layers of bureaucracy. Although the market in which colleges and universities operate has changed dramatically, approaches to management and leadership have remained remarkably constant. Despite much talk on campuses about the need to prepare for rapidly changing needs by becoming more flexible and responsive to change, colleges and universities adopt innovations very slowly.

The pace of global competition and technological change now threatens to render organizational structures and management obsolete. As external markets move faster and faster, college leaders are finding that the academic organization -- departments, administrative units, and staff -- is static and slow. Management and leadership have also become problematic at the institutional level. Since the end of the higher education growth era in the early 1980s, it has become apparent that colleges and universities have

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