The institution chosen for this organizational scan is my current employer, Central New Mexico Community College (CNM). CNM is a very large 2-year public institution. According to the Carnegie Classification System (2008; 2010), the current student population is 27,999. It is a public urban institution serving multiple campuses. It is exclusively an undergraduate two-year institution, and the undergraduate profile is higher part-time two-year (para. 1).
As the associate director of Financial Aid & Scholarships Services, who reports to the director of Financial Aid & Scholarships Services. The director reports to the associate vice president of Enrollment Services whom reports to the vice president of Student Services. The vice president of
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This includes the following departments; Academic Advisement, Assessment Services, Call Center, Enrollment Services, Financial Aid, Student Health Office, Id Services, Student Life & Student Discipline, Veteran Support Services and Security (Figure 1.1) There are two other vice presidents equal to the vice president of Student Services. These are the vice president of Academic Affairs and the vice president of Finance and Operations.
The vice president of Academic Affairs has two executive directors who oversee Distance Learning and Cooperative for Teaching & Learning, Libraries, and Assistance Center for Education, and the five schools. These five schools are Adult & General Education, Applied Technologies, Business & Technologies, Communication Humanities & Social, Health Wellness & Public Safety, and Math Science & Engineering. Each of the five schools have deans who oversee the faulty.
The vice president of Finance and Operations oversees Budget & Fiscal Operations, Planning & Institutional Effectiveness, Physical Plant, Information Technology, Human Resources, Labor Relations, Purchasing and Material Management, Shipping and Receiving, Duplicating & Postal
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“The fact that higher education institutions have unclear, contested and often ambiguous goals makes these organizations profoundly different from other organizational forms” (Manning, 2013, pg. 14) and therefore makes organized anarchies less adaptable. Organized anarchies make higher education more adaptable when there are “goals of community, mutual cooperation, and shared responsibility” (Manning, 2013, p. 12). The second unclear technology is when policies, processes, and procedures are not clear or viewed in the same light by all the organization’s participants (Manning, 2013, p. 15). Third fluid participation is the ever-changing dynamics of the organization. This may mean staff changes, their participation level changes, or the mission may change. “With fluid participation, mistakes are remade, history repeated, and discussions forgotten or overturned” (Manning, 2013, p.
Often, when the discussion of American bureaucracy is broached in conversation, those holding these conversations often think of the many men and women who operate behind the scenes within the government. This same cross section of Americans is looked upon as the real power within the federal government and unlike the other branches of government, has little to no oversight. A search of EBSCO resulted in the following definition, an organization “structure with a rigid hierarchy of personnel, regulated by set rules and procedures” (Bureaucracy, 2007). Max Weber believed that a bureaucracy was technically the most efficient form of organization, one structured around official functions that are bound by rules, each function having its own specified competence (2007). This wide ranging group of Americans has operated within the gaps, behind the scenes, all under the three core branches of government: the legislative, executive, and judicial branches. The division of government into three branches and separate powers gives each branch both exclusive powers and some additional power...
Gorton, R. A., & Alston, J. A. (2012). School leadership & administration: Important concepts, case studies, & simulations. (9th ed.). New York, NY: McGraw Hill. [Kindle Version] (pp. 1-323).
According to Cornelius Kerwin, "Rulemaking is the single most important function performed by agencies of government Rulemaking refines, and in some instances defines, the mission of every government agency. In so doing it provides direction and content from budgeting, program implementation, procurement, personnel management, dispute resolution, and other important government activities" (Preface XI). This is the foundation for the book, Rulemaking. The whole text primarily revolves around this statement. Throughout the book Kerwin's central theme is that rulemaking is the single most important function that any government agency has within its possession. Much like other admin law books he discusses how those agencies with their rulemaking powers interpret legislation and proceed forward with making policy.
The Personnel staff of the human resource department must be able coordinate and oversee employment and selection processes, including the vacancy announcement program and the scheduling, conducting, and processing of entrance and in-service examinations.
Social Services (DSS), which is one of the four administrations of the Department of Human
Modern Bureaucracy in the United States serves to administer, gather information, conduct investigations, regulate, and license. Once set up, a bureaucracy is inherently conservative. The reason the bureaucracy was initiated may not continue to exist as a need in the future. The need or reason may change with a change in the times and the culture needs. A bureaucracy tends to make decisions that protect it and further it’s own existence, possibly apart from the wishes of the populace. It may not consistently reflect what might be optimal in terms of the needs and wants of the people. Local governments employ most of the United States civil servants. The 14 cabinet departments in the U.S. are run day-to-day by career civil servants, which have a great deal of discretionary authority.
The director is the head of six departments ran by associate directors. Under these associate directors several other department and student organizations are ran. Also, due to the size communication was quite open all associate directors felt comfortable and took meeting with the dean of students as well as the president of the university. This could be due to the institutions bragging on being an open campus where leadership is highly encouraged and often expected. Even though there is open flow of communication between all there is a divide of authority. Rev. Scott answers to the director of student affairs but in her department, she is the person who has authority and power she makes rule and plans the course of action for her advisor and she sets the tone and goal for all aspects of inclusivity programing at the institution. This is not something one would assume by the organizational lay out that she described. Based on the information it would be seem that organization is rigid and every person has a
If you don't know what Student president is it basically the king of student council. Tom & my dad were in student council since 6th grade, and they did not like how the Student President treated them. So they want to change that, but when it was time to sign up for Student President there was one problem. The problem was him and my dad had an argruement about who was going to be the Student President, and it went on so long they stopped being friends.
is important that student affairs professionals understand the different types of institutions because this is one way that an institution type can affect the work that is accomplished by the student affairs practitioner in a positive way or negative way depending on what you are looking for when
In order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
"In the day to day business of organizational life, decision making is seldom the logical, rational, systematic process suggested by the management textbooks. It does not unfold in identifiable stages where a problem is defined, alternative solutions are generated, the alternatives are weighed against a known criterion, and a choice is made (1998, p. 50)."
She conveys that business administration should avoid troublesome internalization by using an integrative technique. Unfortunately, Follett does not elaborate further on the context of what might this integration method appear to be. She changes the direction of her focus back onto the preparation of giving orders. Now, giving orders is a significant component to management but Follett should have provided additional information revolving the integration of management and the giving of orders. Fairholm suggests, “they misunderstand the evolving nature of authority derived from changing social structures, and because they have missed opportunities to tie in research procedures and focuses from intellectual interests such as psychology, sociology, history, and political science, not just scientific management, Weberian bureaucracy, and the like.” (Fairholm. 2004). Follett provides psychological perspectives, however maybe she misunderstands other perspectives, why further development is needed for her to examine. Follett later admits there is additional psychological, learning about the development of habits and the preventative measures of giving orders greatly surpasses than what she can explain in this article. It would be interesting if, she has examined and considered other theories and philosophies surrounding giving orders and
Although there are some differences among bureaucratic and scientific management theories, in actuality, they both share a deliberate and detailed approach towards improving an organization’s efficiency and effectiveness. Dissimilarities seen in these approaches may be due primarily to their points of reference. Where the scientific approach focuses primarily on maximizing the efficiency of work, the bureaucratic approach’s concentration is directed on the structuring of the personnel within the organization. Although there are weaknesses in both management theories time has shown each to be successful models. These two classical approaches to management complement each other and lend well to large organizations. Both theories have been universally adopted and adaptations of each are in practice today.
Traditional public administration is traced back to the works of scholars like Max Weber, Woodrow Wilson and Fredrick Taylor. This form of administration was mostly influenced by Max Weber with his bureaucratic model and theory. Max Weber was a well-known sociologist born in Germany in the year 1864. He came up with his bureaucratic model as a way to try to improve management in organizations. ‘Weber emphasized on top-down control in the form of monocratic hierarchy that is a system of control in which policy is set at the top and carried out through a series of offices, whereby every manager and employee are to report to one person in top management and held accountable by that manager’ (Pfiffner, 2004, p. 1).
Bureaucracy is the response to the problem posed by larger and more complex formal organization because an extensive organization will need a form of order of the ranks or chain of command to coordinate the activities of its members. Bureaucracy provides a hierarchical authority structure that is supposed to operate under certain rules and procedures. Understanding bureaucracy is the key to the analysis of formal organizations. The word “bureaucracy” connotes negative images in everyday speech. It usually brings to mind images of, “red tape” or “buck passing” where the organization requires forms in triplicate; files are often lost, incorrect statements of accounts, and the ...