Book Review: Managing Colleges and Universities: Issues for Leadership

Abstract

Managing Colleges and Universities: Issues for Leadership edited by Allan M. Hoffman and Randal W. Summers. Bergin & Garvey, Westport, Connecticut. 2000, 221 pages. ISBN:0-89789-645-9. Reviewed by Mark Oromaner. This is an uneven collection of papers on a hot theme--the need for colleges and universities respond change in the information society. One of the reasons for this uneven nature is that the authors were given latitude in respect their approaches and writing style (p. x). In addition, with the exception of some general comments and observations about present competition and the need for change, the editors make no attempt make a whole of the 12 papers. Given the above, it is fitting that the lead paper, Organizational Structure, Management, and Leadership for the Future, by Richard Alfred and Scott Rosevear, provides a well-written theoretical framework for the volume. basic thesis is that although the market in which colleges and universities function has changed dramatically, they slow-moving, change-resistant organizations with static organizational structures and systems-driven (p.2). Alfred and Rosevear point the challenge that our new competitors (e.g., corporations, for-profit institutions, online programs) pose. Given the mission of community colleges, I would suggest that the challenge is particularly real in our case. How do we demonstrate that we can create better value than our new competitors? Seven alternative new organizational models that may enhance our ability compete are presented. Some of the 12 common principles of these models are decentralization, teamwork, information sharing, core competency focus, customer service emphasis, and market foresight. In contrast this more abstract discussion, the authors conclude with very practical advice for leaders: Institutions cannot get the long term in one big jump. goal should be understand what relatively small things they have do this year that will have enormous implications for the future (p.27). In The Practitioner's Dilemma: Understanding and Managing Change in the Academic Institution, John S. Levin suggests that the basic problem in the management of change in academic institutions stems from the contradictions and inconsistencies that exist within and between institutional mission, culture, and practices (e.g., administrative authority vs. faculty autonomy, teaching vs. research, skills achieve economic mobility vs. cooling-out function). This certainly applies many community colleges in their drive to be everything everyone. In place of the emphasis on the need for new organizational models, Levin calls for a change in understanding of our organizations. That understanding is based on the recognition that organizational reality is socially constructed and that change take into account institutional and individual values. practitioner's dilemma is adjust changing conditions and yet preserve those values. editors and I agree that A Memorandum from Machiavelli on the Principled Use of Power in the Academy is a must read. authors, Daniel J. Julius, J. Victor Baldridge, and Jeffrey Pfeffer demonstrate their innovative thinking and practical advice in this piece. Although unemployed at present, Machiavelli served for years as special assistant kings, dukes, generals, several popes, numerous presidents, senior executives, and faculty at the University of the Medici. Based on his experience, he argues that the special characteristics of the university are service clients, highly professional staff, unclear and contested goals, and much external pressure. I would suggest that the unclear and contested goals and the openness external pressure are the most significant of these for the community college. There are few community college leaders who do not take great pride in our comprehensive nature and our community orientation. …