This chapter discusses the overhaul of Plymouth State University using a framework of integration in all matters of decision-making. This is an example of whole system reorganization where traditional independent structures have been replaced by integrated structures representing new ways of working together and integral experiences for students.

The article addresses the relationship between changes in the higher education landscape concerning its structure and governance, and the organization of student interest representation at the institutional and national level. Based on a historical analysis of the development of higher education in Norway, the article identifies close links…

The purpose of this study was to examine the nature of distributed leadership at the University of ABC's SCPS, as the School worked to transform itself through reorganization. The study examined the perceptions of key leaders and members of the implementation team as they sought to understand the implementation of a more participative approach to…

The complex leadership attribute of "negative capability" in managing uncertainty and engendering trust may be amongst the qualities enabling institutions to cope with multiple recent government policy challenges affecting English higher education, including significant increases in student fees. Research findings are reported on changes…

To sustain world preeminence, 21st century university and college leaders in the United States are redesigning their institutions organizationally and culturally to align with the direction of local and global societies and markets. The New American University enterprise model at Arizona State University has become one of the leading organization…

This article addresses the inherent tension in the Bologna process between the aim of convergence and the will to maintain the diversity of national higher education (HE) systems, as well as the decentralised and autonomous nature of national policy formulation on Bologna reforms. Starting from an analytical discussion of the concepts of…

Examines the experience of the University of Western Sydney - Nepean (Australia) in the context of 1989 restructuring of the Australian system of higher education since 1989. Notes the institution's efforts to leave the larger university including the removal of faculties and deans and development of an ongoing process based on a culture of client…

In 1999, on the eve of rationalisation of South African higher education, J. M. Coetzee published a book entitled "Disgrace". In this publication he narrates the tale of a Classics and Modern Languages professor transformed into an adjunct professor of Communications, a marketable identity, as a consequence of rationalisation. Coetzee,…

To analyze organizational development of Swedish universities and colleges, decision theory and implementation theory were examined. Attention was directed to the following models of decision-making: the demographic model, the incremental model, the garbage-can model, and the political model. The focus was on system decision-making, and empirical…

In "Time for Results" (1986), the nation's governors announced a new education reform agenda that develops and extends states' recent initiatives. This article discusses governors' progress since 1986, focusing on their Reconstruction of Schools Project to manage consultation, information sharing, and assistance to states. (MLH)

Focuses on the 1950s as years of political restoration of higher educational policy in the Federal Republic of Germany. Higher education institutions were restored in their organizational structure in accordance with the constitution and the traditional academic spirit. Organizational needs of the future are outlined. (KC)

Argues for a model of university organization that is based upon problem areas rather than upon the traditional departmental structure that is itself based upon strict disciplinary delimitation. Asserts that the shift is made difficult by the bookkeeper mentality of university administration, but that it must nevertheless adapt to the new…

Interviews with the heads of planning units in four Mexican universities at different stages of organizational development in 1982 and 1983 provided data for research on the relationship between organizational structure and adaptive performance. The findings suggested that universities that reorganize have better opportunities to adapt to external…

Draws upon organizational theory to analyze the community college environment with a focus on faculty as the technical core of educational organizations. Predicts a change to a more complex and less centralized organizational structure in colleges, and an accompanying transformation in the role of community college faculty from that of…