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Tables of Contents for How Colleges Work
Chapter/Section Title
Page #
Page Count
Preface
xiii
6
The Author
xix
 
Part One: Understanding Colleges and Universities as Organizations
1
82
1. Problems of Governance, Management, and Leadership in Academic Institutions
3
27
Problems of Governance: Trustees and Faculty; Administrators and Faculty; Normative Statements on Governance
Problems of Organization: Dualism of Controls; Mission and Management; Power, Compliance, and Control
Institutional and Organizational Constraints: Institutions and Environments; Decentralization; Inflexibility of Resources; Confusion of Organizational Levels; Cosmopolitans and Locals: Prestige and Rank; Other Organizational Differences
The Problem of Leadership: Leadership Theories; Social Exchange Theory; Leadership as Symbol; Leadership and Environments
The Nature of Academic Organization--A Summary
2. Thinking in Systems and Circles: The Structure and Dynamics of Academic Organizations
30
26
The Nature of Systems: Interacting Components; Boundaries; Inputs and Outputs; Types of Systems
Tight and Loose Coupling: Functions and Dysfunctions of Loosely Coupled Systems; Coupling and Survival
The Contingency Approach: The Environment of Colleges and Universities; The Technical Subsystem of Colleges and Universities; Differences in Institutional Governance and Management
Thinking in Circles
Implications for Administrators: Cause and Effect; Time and Administrative Behavior; Predictability; Differences Between Institutions; The Need for Unlearning
3. Making Decisions and Making Sense: The Administrator's Role
56
27
Being Rational: Problems of Calculation and Comparison; Satisficing; Goals and Rationality; Effectiveness and Rationality; The Rational Institution
Being Sensible: The Meaning of Organizing; How Organizing Takes Place; Sharing Meanings; Retrospective Sense Making
Institutional Culture: Efficiency, Ceremony, and Management: Forces for Cultural Similarity; Forces for Cultural Differences; Cultural Distinctiveness; Culture and Environment; Myths and Management
Implications for the Administrator as Decision Maker or Sense Maker
Part Two: Models of Organizational Functioning
83
92
4. The Collegial Institution: Sharing Power and Values in a Community of Equals
85
20
Heritage College as a Collegial System
Characteristics of Collegial Systems
Loops of Interaction in Collegial Systems
Tight and Loose Coupling in Collegial Systems
Effective Leadership in Collegial Systems: Live Up to the Norms of the Group; Conform to Group Expectations of Leadership; Use Established Channels of Communication; Do Not Give an Order That Will Not Be Obeyed; Listen; Reduce Status Differences; Encourage Self-Control
5. The Bureaucratic Institution: Rationalizing Structure and Decision Making
105
23
People's Community College as a Bureaucratic System
Characteristics of Bureaucratic Systems
Loops of Interaction in Bureaucratic Systems
Tight and Loose Coupling in Bureaucratic Systems
Effective Leadership in Bureaucratic Systems
6. The Political Institution: Competing for Power and Resources
128
23
Regional State University as a Political System
Characteristics of Political Systems
Loops of Interaction in Political Systems: Coalitions; Negotiations
Tight and Loose Coupling in Political Systems
Leadership in Political Systems: Clarifying Group Values; Reducing the Cost of Participation
7. The Anarchical Institution: Finding Meaning in a Community of Autonomous Actors
151
24
Flagship University as an Anarchical System
Characteristics of Anarchical Systems: Problematic Goals; Unclear Technology; Fluid Participation
Loops of Interaction in Anarchical Systems
Tight and Loose Coupling in Anarchical Systems: Problems; Solutions; Participants; Garbage-Can Decision Making
Effective Leadership in Anarchical Systems: Spend Time; Persist; Exchange Status for Substance; Facilitate Opposition Participation; Overload the System; Provide Garbage Cans; Manage Unobtrusively; Interpret History
Part Three: Integrating the Models
175
56
8. The Cybernetic Institution: Providing Direction Through Self-Regulation
177
24
Characteristics of Cybernetic Systems: Thermostats and Feedback Loops; Goals and Subunits; Limiting Uncertainty; Responding to Feedback; Changing Behavior; Collecting Data; The Subunit-Organization Hierarchy: Goals and Controls
Loops of Interaction in Cybernetic Systems
Tight and Loose Coupling in Cybernetic Systems
Effective Leadership in Cybernetic Systems: Management by Exception; Designing Systems; Directive Cybernetic Leadership; Administrative Intervention; The Role of Analysis; Principles for the Cybernetic Leader
9. Effective Administration and Leadership in the Cybernetic Institution
201
30
Leading Cybernetically
Complicating the Controller
Learning Accurately
Administering Cybernetically: Persistence and Flexibility; Undermanaging and Overmanaging; Remembering and Forgetting
Balancing Administration
References
231
14
Index
245