EDUC 875 Managing Change and
Transformation in Higher Education Institutions Back to Dr. Peterson's Courses Page
SEMINAR PURPOSES This seminar has three primary purposes or objectives:
RATIONALE FOR THE SEMINAR Higher educational institutions have adapted to a variety of issues and conditions that have required innovation and change over the past four decades
Innovation and change are not new to higher educational institutions. There is also a rich tradition of studying these particular institutional innovations and changes. Two things about these change efforts stand out:
However, as we approach the 21st Century, the demands for institutional
change appear more comprehensive. They suggest the need for transformation
and change - change that affects both the macro and micro elements of
our institutions.
Some have argued that institutions are no longer facing a series of challenges
but that they are intertwined - representing the emergence of a postsecondary
knowledge industry requiring a more complex institutional change or transformation
process. In this context, institutions need to understand how the postsecondary
industry or competitive market is changing and consider the organizational,
managerial and academic implications for their institutions. Guiding institutional
change may involve redesigning or transforming them.
INTENDED AUDIENCE This seminar is designed as an advanced seminar for students interested in an in-depth exploration of organizational change and transformation in higher educational institutions. It is intended for advanced doctoral students in higher education who are in the organizational behavior concentration and for those from other higher education concentrations who have a strong interest in the topic and have completed ED 761, Higher and Postsecondary Institutions and Complex Institutions. It is also appropriate for doctoral students from other programs who have a background in organizational behavior and a good understanding of the organizational and administrative patterns in college and universities. SEMINAR PROCEDURES This seminar focuses both on developing a conceptual understanding of organizational change and transformation and on applying that knowledge in analyzing or guiding institutional change efforts. As an advanced seminar it requires involvement designing some sessions, in synthesizing and presenting material and in engaging in projects which apply the information. It is expected that each student will contribute to all aspects of the seminar. The seminar will be organized around major topics but individual sessions will involve:
WRITTEN PROJECTS In addition to preparation for and participation in the seminar sessions,
students are expected to complete a major written assignment. The major
paper may be done individually; however, groups of two or three students
are encouraged to develop a joint project.. It is intended that these
will be of publishable quality and may be used as part of the Kellogg
Forum on Higher Education Transformation (KFHET) dissemination effort.
Professor Peterson will provide guidance and critique.
RADING This advanced seminar is graded pass-fail. Students are expected to prepare for and participate in all sessions. Contributing regularly to class discussion, periodic presentations and designing a seminar session are all critical dimensions of the seminar. Students' written projects are expected to be suitable for publication. SOME PRIMARY REFERENCE TEXTS Clark, B.R. (1998) Creating Entrepreneurial Universities: Organizational Pathways of Transformation. New York: Pergamon Press.Peterson, M.W. , Dill, D.D., and Mets, L.A. (Eds.), (1997). Planning and Management for a Changing Environment, San Francisco: Jossey-Bass. OTHER REFERENCE LISTS: CSHPE Higher Education Transformation Work Group (1999). Change and Transformation in Higher Education: An Annotated Bibliography. Second Edition: 2001. TENTATIVE SEMINAR TOPICS Sept. 6 Seminar Overview and Expectations: KFHET an Kellogg Forum Perspectives Sept. 13 The Nature of Organizational Change and Transformation: Key Questions Discussion of Seminar Projects Sept. 20 Patterns of Societal, Industry and State System Change Case Study: Olivet College (x) Sept. 27 Organizational - Environment Theories: Implications for Institutional
Change and Transformation Oct. 4. Institutional Theories and Models: Implications for Chane and
Transformation Oct. 11 Planning and Planned Changed Strategies. Elements of Organizational Change and Transformation (student Designed Sessions):Oct. 18 Redefining Mission, Vision and Institutional Role Oct. 25 Realigning External Relations: Mergers, Alliances, Partnerships, Networks Nov. 1 Restructiong Academic and Management Functions: New Models of Organization Nov. 8 Reorganizing the Delivery of Instruction, Research, and Service T.B.D. Recreating an Academic Work Culture Nov. 22 No Class Thanksgiving Critical Levers for Change and Transformation (student Designed Sessions):Nov. 29 The Role of Leadership in Organizational Change and Transformation Dec. 6 Resource Strategies for Institutional Change Dec. 13 Institutional Research and Policy Analysis As Change Elements Dec. 20 Sharing Seminar Projects. Major Projects Due. |