Organizational Theory in Higher Education
Routledge – 2012 – 220 pages
Organizational Theory in Higher Education offers a fresh take on the models and lenses through which higher education can be viewed by presenting a full range of organizational theories, from traditional to current. By alternating theory and practice chapters, noted scholar Kathleen Manning vividly illustrates the operations of higher education and its administration. Manning’s rich and interdisciplinary treatment enables leaders to gain a full understanding of the perspectives that operate on a college campus and ways to adopt effective practice in the context of new and continuing tensions, contexts, and challenges.
Special features include:
Organizational Theory in Higher Education provides a clear understanding of how organizational models can be used to elicit the most effective practice and to navigate the complexity of higher education today. This important book is ideal for courses in higher education administration and organizational theory and for administrators and practitioners seeking to gain insight into innovative ways to approach organizations.
"In all honesty, I can say that this is a book I’ve been waiting for! Manning presents a variety of organizational theories in ways that will interest students and support good discussions in the graduate seminar I teach. I appreciate the breadth of the analysis as well as the way the text is organized. It is a much needed resource!"
Delores E. McNair., Assistant Professor, Higher Education Leadership, University of the Pacific
Chapter One: Introduction and Context Setting
Chapter Two: Organized Anarchy
Chapter Three: Case: Missions, Garbage Cans, and Decision-Making
Chapter Four: Collegium
Chapter Five: Case: Collegiality and Disciplinary Loyalty in Reappointment, Promotion, and Tenure
Chapter Six: Political
Chapter Seven: Case: Coalition Building by Boards of Trustees and the Women’s Faculty Caucus
Chapter Eight: Cultural
Chapter Nine: Case: Campus, Student, and Faculty in a Clash of Cultures
Chapter Ten: Bureaucracy
Chapter Eleven: Case: Executive Leadership and the Corporatization of Higher Education
Chapter Twelve: New Science
Chapter Thirteen: Case: Getting Ahead of the Disruption
Chapter Fourteen: Feminist
Chapter Fifteen: Case: A Clash of Collaborative and Competitive Leadership Styles
Seventeen: Case: Considering the Whole Person, Establishing a Family Leave Policy
Kathleen Manning is Professor in the Higher Education and Student Affairs Program, Department of Leadership and Development Science, at the University of Vermont, USA.