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If you want our help today, just register with us online and then fill in the order form. In no time at all, one of our writers with an advanced degree in your essay's topic will begin to craft you a superbly written academic paper. Take that initial first step with our services at today and you'll be pleased with the results! organizational change and transformation alzeghoul, e. Factors related to administrative change in colleges and universities, unpublished doctoral dissertation, texas a amp m university commerce. Ecologists argue that organizations are subjected to internal inertia that inhibits them changing their administrative structures.

The strength of structural inertia increases with the size, age, and complexity of an organization. However, other authors suggest that organizations alter their structures in responding to the environmental changes. They hold that factors such as size, change in size, and age could be enabling factors for organizations to change their administrative structures. Most previous research has focused on examining the relationship between factors such as, size, change in size growth and decline , complexity of an organization and an administrative component. The present study examined a selected set of factors in relation to administrative change. Specifically, it examined how university ownership, type of university based on carnegie classification , size, change in size growth and decline , age, and competition are related to administrative change in colleges and universities. Carnegie classification of institutions of higher education 1987 was used to obtain the sample of this study.

Fifty universities 25 private, 25 public was selected randomly from each type of universities research, doctorate, comprehensive by using random numbers table. Data regarding the independent variables were obtained from the yearbook of higher education 1981/1982, 1984/1985 and american colleges and universities 1982/1983. The amount of administrative change was operationalized in terms of the absolute number of administrative changes of the top level managers that occurred in each university between 1982 and 1985. Therefore, the absolute number of changes each university had during the period of study represent the amount of administrative change. Analysis of covariance 2 x 3 was employed to examine the effect of university ownership, type of university, and interaction between these two variables. A multiple regression was used to test a combined linear relationship between size and age of an university, competition as combination and the amount of administrative change. A simple correlation was used to evaluate the strength and direction of the relationship between the amount of administrative change and growth increase in students enrollment and decline reduction in students enrollment respectively.

A t test was used to compare the mean amount of administrative change of growing universities with that of declining ones. Both research and doctoral granting universities demonstrated amount of administrative change greater than that of comprehensive ones. Neither university ownership nor interaction had effect on administrative change. Size, age, and competition in combination explained only ten percent of variance.

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Size and age were found to have significant and positive relationship with administrative change, while competition was found to have non significant negative relationship. A significant and negative relationship was found between administrative change and growth and positive with decline. Although some hypotheses were not supported, this study is a good starting point for future research. The findings present several suggestions that might have important practical, theoretical and research implications. An analysis of mediating factors, perceptions, and personnel related to strategic change in community college based small business development centers, unpublished doctoral dissertation, oregon state university. The purpose of this study is to examine the events and activities that triggered strategic and large scale changes in four community college based small business development centers.

A review of the literature in organizational theory and community college education was used to form an integrated conceptual scheme which could be applied to the description and examination of the change process. Tichy's tpc technical, political, cultural model for managing strategic organizational change was used to provide the conceptual framework for conducting research and organizing data as it related to the events and activities that triggered change in case studies at four community college based small business development centers in oregon. The case studies dealt with how strategic and organizational changes were triggered, whether they were initiated by a common set of triggering events, and the management responses to these changes used in each of the four community college based small business development center.

Information concerning the changes that took place was obtained through using the tpc's in depth diagnostic plan to analyze the events that trigger change and their impact on the key organizational components of the small business centers. The research produced three findings related to the events that triggered in the four sbdc's organizational changes and the manner and means by which they were perceived, managed, and dealt with by each of the sbdc's studied. Meeting the changing needs of diverse students: managerial conceptualizations of transformational change in student affairs. The division of student affairs within a medium sized residential, public university launched an initiative to better serve a more diverse and changing student population. Brandon focuses on the complex implementation process and extracts key elements that serve to transform the organization.

Using multiple data sources, this study captures the change process from the conceptualization of change to the documentation of the change process. While managers play a key role in change, brandon suggests that transactional leadership at the middle management level must be empowered to exhibit transformational leadership in order to change the culture. She also stresses that it is the transformational change of this role that facilitates the sustainability of change. The influence of stakeholder assessment on change within a public institution of higher education.

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In the private sector, stakeholders have been used successfully to improve organizational effectiveness. Their preferences influence product design and development, and business and industry has a long history of using stakeholders in marketing research. The author finds that public sector has typically not used this methodology to plan for change.

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A case study of one public higher education institution focuses on the use of customer feedback to plan for and manage organizational change within one department of the institution. Three types of change were affected by information gathered through customer feedback: 1 structural change 2 procedural change and 3 changes with customer relationships. Organizational change was influenced by customer feedback, but organizational leadership and climate were influential in determining to what extent the organization was able to respond to change. This case study of a reorganization effort within a university administration examines how changing the organizational structure and addressing the balance of differentiation separateness and autonomy and integration interdependence and collaboration affected the way departments worked with students and with each other. It deals with how the harvard university division of continuing education attempted to streamline procedures and integrate administrative operations while merging a satellite operation into the central administration. The reorganization entailed fundamental changes for the previously autonomous department: from being research oriented and teacher driven to service oriented and student driven from relative independence and autonomy to interaction and cooperation with other operational units.

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In the course of reining in the department, it became clear that the orientation of individuals in key positions impacted the way they perceived the issues and how they interacted with each other. Repeated failures to reach even basic understanding attest to how very different the players were in attitude and approach, with different perspectives on what was important and different interpretations of what was said or agreed upon in meetings. Upon reflection, it might have worked out differently had the ambiguous term integration been adequately defined for all parties. Though they agreed that integration was the goal, there was never agreement on exactly what that meant. They needed to establish specific guidelines about operational objectives and negotiable elements. Were this case repeated, an important exercise would be to identify commonalties e.g.