LEADER 05745nam 22007333u 450 001 9910778260003321 005 20210114013225.0 010 $a1-00-344845-3 010 $a1-000-97360-3 010 $a1-003-44845-3 010 $a1-57922-772-4 010 $a1-4356-1730-4 035 $a(CKB)1000000000480164 035 $a(EBL)911888 035 $a(OCoLC)793511064 035 $a(SSID)ssj0000264265 035 $a(PQKBManifestationID)12042247 035 $a(PQKBTitleCode)TC0000264265 035 $a(PQKBWorkID)10283064 035 $a(PQKB)10667380 035 $a(MiAaPQ)EBC911888 035 $a(EXLCZ)991000000000480164 100 $a20130418d2007|||| u|| | 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aUnderstanding College and University Organization$b[electronic resource] $eDynamics of the System 210 $aSterling $cStylus Publishing$d2007 215 $a1 online resource (508 p.) 225 1 $aUnderstanding College and University Organization 300 $aDescription based upon print version of record. 311 $a1-57922-132-7 327 $aCover; CONTENTS; PROBLEM-TO-THEORY APPLICATION TABLE; FOREWORD; ABOUT THE AUTHORS; ACKNOWLEDGMENTS; PREFACE; 1 OVERVIEW; Overview of Volume I; Organizational Theory; Organizational Paradigms; Overview of Systems Theory; Key Concepts in Systems Theory; Contents of Volume II; Summary; References; 2 CONFLICT IN ORGANIZATIONS; Open and Closed Systems; History of the Development of Conflict Theory; Conflict as Structure; Conflict as Process; Social Constructionist Perspectives on Conflict; Postmodern Perspectives on Conflict; Gender Issues in Conflict Management; Summary; Review Questions 327 $aCase Discussion QuestionsReferences; 3 POWER AND POLITICS IN HIGHER EDUCATION ORGANIZATIONS; Some Definitions: Power Authority and Politics; Power and Rationality; Organizational Versus Personal Determinants of Power; Organizational Determinants of Power; Horizontal Power: Strategic Contingencies Theory; Vertical Power: Partisans and Authorities; Personal Power; Social Constructionist Perspectives on Power; Empowerment; Marxist and Postmodern Alternatives; Power Politics and Unions; Summary; Review Questions; Case Discussion Questions; References; 4 ORGANIZATIONAL DECISION MAKING 327 $aDecision Making as a ProcessDecision Making as Structure; Participation Theories; Risky Shift Polarization and Social Loafing in Group Decision Making; Social Constructionist Perspectives on Group Decision Making; Summary; Review Questions; Case Discussion Questions; References; 5 INDIVIDUAL DECISION MAKING; Garbage Can Model; Decisions as Role Playing; Decisions as Personality Manifestations; Decisions and Information Utilization; Risk and Uncertainty: The Gambling Metaphor; Decision Trees; Non-Decision Making; Postmodern Perspectives on Individual Decision Making; Summary; Review Questions 327 $aCase Discussion QuestionsReferences; 6 ORGANIZATIONAL LEARNING; Conceptualizations of Organizational Learning; Processes and Stages of Organizational Learning; Linking Individual and Organizational Learning; Cultural Conceptualizations of Organizational Learning; Dialectical Perspectives on Cultural Learning; Postmodern Interpretations of Organizational Learning; Contingencies Governing the Use of Alternative Learning Models; The Learning Organization; Summary; Review Questions; Case Discussion Questions; References; 7 ORGANIZATIONAL STRATEGY; Strategy and the External Environment 327 $aThe Linear Model of StrategyThe Adaptive Model of Strategy; The Emergent Model of Strategy; The Symbolic Model of Strategy; Postmodern Models of Strategy; Curriculum as Strategy: Application of the Five Models; Heuristics for Choosing a Model of Strategy; Summary; Review Questions; Case Discussion Questions; References; 8 ORGANIZATIONAL GOALS EFFECTIVENESS AND EFFICIENCY; Conceptualizations of Effectiveness and Efficency; Model 1: The Goal Model; Model 2: The System Resource Model; Model 3: The Internal Process Model; Model 4: Strategic Constituencies Model; Model 5: Phase Models 327 $aModel 6: Fit Models 330 $aNow available in paperback, this two-volume work is intended to help readers develop powerful new ways of thinking about organizational principles, and apply them to policy-making and management in colleges and universities.The book is written with two audiences in mind: administrative and faculty leaders in institutions of higher learning, and students (both doctoral and Master's degree) studying to become upper-level administrators, leaders, and policy makers in higher education.It systematically presents a range of theories that can be applied to many of the difficult management situations 410 0$aUnderstanding College and University Organization 606 $aEducation 606 $aOrganizational sociology 606 $aUniversities and colleges -- Administration 606 $aUniversities and colleges 606 $aUniversities and colleges$xAdministration 606 $aOrganizational sociology 615 4$aEducation. 615 4$aOrganizational sociology. 615 4$aUniversities and colleges -- Administration. 615 4$aUniversities and colleges. 615 0$aUniversities and colleges$xAdministration 615 0$aOrganizational sociology 676 $a378.101 700 $aBess$b James L$01492814 701 $aDee$b Jay R$01492815 801 0$bAU-PeEL 801 1$bAU-PeEL 801 2$bAU-PeEL 906 $aBOOK 912 $a9910778260003321 996 $aUnderstanding College and University Organization$93715525 997 $aUNINA