Higher Education Organizational Theory and Leadership The following briefing paper has been prepared to assist you in preparing your speech to the local chamber of commerce. The topic you have been asked to speak on is outlining the differences in leading an institution of higher education as opposed to running a for-profit business. The briefing highlights key points from three oft-referenced scholarly articles on the topic of higher education organizational theory and leadership. These points explain higher education structures and the differences between higher education organization and leadership and what your audience might be accustomed to. I have included references for your aid. Introduction. Higher education and private business have much in common. They use resources to produce a product for a defined client base. They are led by individuals with vision, passion, and leadership for their organizations. At their heart are dedicated people that make up the organization. However, there are also many differences, especially in making these organizations work well. The Complex Structure of Higher Education. The university is a complex organization. Baldridge, Curtis, Ecker and Riley (1982) found that colleges and universities have characteristics that distinguish them from private enterprises as well as other government organizations. They describe the higher education environment as one where resources allow individuals within the organization room to grow in different directions without the tight restraints seen in other types of environments. They go on to describe the role of the president and other university leaders as catalysts or facilitators rather than the “my way or the highway” mentality of some private CEOs. Baldridge et al. describe this environment as “organized anarchy” where this facilitation role, also described as collegial decision making, leads to an environment where decisions “happen” rather than are “made.” Politically, this environment tends to be mostly inactive with very fluid, fragmented participation. The president assumes the role as “first among equals”, a mediator between power blocs on campus. This is very different in all but a few private corporations. Loosely Coupled Systems. Weick (1976) takes a very similar view of this organizational theory but from a slightly different perspective. He writes of the higher education institution as a “loosely coupled system”, a system that differs markedly from the organization system of a private enterprise. The basic theory is that, unlike the militaristic ideal of the “tight ship” that many private organizations have adopted, loosely coupled systems have “softer” linkages between each unit of the organization.
To begin with, there are valid points made. For starters universities need to stop considering themselves as businesses and stop putting business first, and
Baldridge, J.V., Curtis, D.V., Ecker, G.P., & Riley, G.L. (1977). Alternative models of governance in higher education. In G.L. Riley and J.V. Baldridge. Governing academic organization. Berkeley, CA: McCutchan Publishing.
What stands out about American universities today? Is it the academic opportunities offered to students, experienced faculty, or strong sense of community? Or...perhaps they have lost their focus. It is not uncommon for universities to focus their efforts and budgets elsewhere; by building state of the art gyms, for example, remodeling luxury dorms, grooming campuses, or creating more management positions. College students and professors alike are subject to the nationally occurring changes in higher level education. Colleges are becoming commercialized and tuition is rising, but is the quality of education improving? In “Why We Should Fear University, Inc.”, Fredrik DeBoer is able to provide a personal take on the issue of corporate domination
1 Keating, O. (2004). Are High Speed Trains are the best form of transport for Consumers and Society? Retrieved April 16, 2005, from http://www.o-keating.com/hsr/best.htm
The doctrine of physicalism is a widely discussed philosophical issue in which the mind-body problem is heavily explored. This controversial topic has left philosophers questioning the relationship between mind and matter, and more specifically, consciousness and the brain. There are a number of arguments supporting either side, but two that are rather compelling are Nagel’s What is it like to be a bat? and Jackson’s What Mary didn’t know. These two objections of physicalism use the subjective aspect of experience to suggest that the mind exists as something separate from the brain. Although both of these objections are a challenge physicalism, Nagel’s argument poses more of a threat to it because of his specific use of bats rather than humans. In this paper, I will be discussing how Nagel’s objection is more damaging to the doctrine of physicalism than Jackson’s.
Place and Smart believe the effect of such exposure will change physical states. The change in physical states is what we are reporting on when we talk about sensation states. The thing we refer to when describing our sensation states is identical to the thing we refer to when talking about types of brain processes. Though we describe the same object with different modes of presentation (introspective and Scientific) the thing(s) we are referring to are really one and the same. The same component is being referred to when talking about a type of brain process or the sensation state. This thesis claims that “in so far as a sensation statement is a report of something, that something is in f...
He suggests that when analyzing colors and their role in brain processes, we are misinterpreting the way it should be understood. When we speak about these sensations that are synonymous with the brain processes, it should be said as “There is something going on which is like what is going on when ____,” (149). In the case of seeing red as mentioned before, the statement would appear as “There is something going on which is like what is going on when I have my eyes open, am awake, and there is an emission of red cast from an object, that is, when I really see red." Ultimately, I do not believe this response is an adequate answer to the objection. It appears that Smart is merely altering the linguistic nature of the question rather than providing a solution to the problem. This “something” neutralizes the difference between a brain process and a sensation without giving a sound reason as to why or how they would be considered identical rather than
Rail in Chicago is essential to Railroads throughout the country of North America. Chicago is also the known for it’s center in the railways throughout America. In comparison to any other city in the country, Chicago offers more railroad tracks to the surrounding states. “Chicago today remains the busiest rail hub in the United States. Each day, nearly 1,300 trains pass through the region (500 freight and 760 passenger). Chicago handles one-fourth of the nation's freight rail traffic, each day handling 37,500 railcars” (About CREATE). Being the center for American freight Chicago also is known for it railyards. The railyards are gateways to the other rail tracks. It is home t...
Newman, John Henry. "The Idea of a University." The Presence of Others. 3rd ed. Ed. Andrea A. Lunsford and John J. Ruszkiewicz. New York: Bedford/St. Martin's, 2000. 126 - 131.
Madsen, S. (2012). Women and Leadership in Higher Education: Learning and Advancement in Leadership Programs. Advances in Developing Human Resources, 14(1), 3-10.
Dubai the new destination for the rich and famous. Arabs who made millions of dollars have invested their fortune into a new city to put them on the map. But, with the hard economic climate, is Dubai necessary in the current economy of the world.
Before you can summarize the concepts related to leadership theory, you have to define what leadership is. Leadership is a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task or goals. The fundamental concept of leadership is indirection. In any organization, the leader indirectly impacts the performance of the organization through the performance of individual team members. To make that impact, the leader takes on the role of the coach, and the inspiratory. As the coach, the leader improves the performer's skills. As the inspiratory, the leader inspires the passion required for optimal performance. A good leader can make decisions with a clear mind and will listen to theirs but can run through every consequence and possibility in their head. They take every angle and come out with the best answer for the majority of the people or situations it effects. And will not let their emotions be shut off but will have feeling where it is needed.
Functionalism is a materialist stance in the philosophy of mind that argues that mental states are purely functional, and thus categorized by their input and output associations and causes, rather than by the physical makeup that constitutes its parts. In this manner, functionalism argues that as long as something operates as a conscious entity, then it is conscious. Block describes functionalism, discusses its inherent dilemmas, and then discusses a more scientifically-driven counter solution called psychofunctionalism and its failings as well. Although Block’s assertions are cogent and well-presented, the psychofunctionalist is able to provide counterarguments to support his viewpoint against Block’s criticisms. I shall argue that though both concepts are not without issue, functionalism appears to satisfy a more acceptable description that philosophers can admit over psychofunctionalism’s chauvinistic disposition that attempts to limit consciousness only to the human race.
In the movie We Were Soldiers Mel Gibson plays Lieutenant Colonel (LTC) Hal Moore during the Vietnam War era. He takes command of the infamous General Custard Battalion 1-7 Cavalry and adopts some very innovative tactics to apply during battle. He exudes various leadership traits to motivate his men to go into battle. This paper will discuss some of the traits portrayed in the movie and how it carries over into the business environment.
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)