Organizational Theory in Higher Education

Overview

Organizational Theory in Higher Education accessibly presents and discusses organizational theory in a way that facilitates both theory and practice within higher education settings and furthers an understanding of their management, culture, and ways of operating. Alternating theory and practice vividly illustrate the operations of higher education and its administration. Manning offers a fresh take on the models and lenses through which higher education can be viewed by presenting the full range of ...

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Organizational Theory in Higher Education

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Overview

Organizational Theory in Higher Education accessibly presents and discusses organizational theory in a way that facilitates both theory and practice within higher education settings and furthers an understanding of their management, culture, and ways of operating. Alternating theory and practice vividly illustrate the operations of higher education and its administration. Manning offers a fresh take on the models and lenses through which higher education can be viewed by presenting the full range of organizational theories, from traditional to current. Part of the Core Concepts in Higher Education series, this textbook features:

  • a unique presentation of each theoretical model that includes both a theory chapter for contextual background and a practice chapter to further clarify concepts
  • consistent organizational elements across each theory discussed, including decision-making methods, leadership relationships, and communication modes, so that readers can better assess appropriate fit of theory to particular situations
  • applications to practice that focus on the most pressing management issues within higher education
  • illustrations, case studies, and specific examples throughout that clearly illustrate ways to apply theory to practice.

This rich and interdisciplinary treatment enables higher education leaders to gain a full understanding of the perspectives that operate on a college campus and ways to adopt effective practice accordingly.

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Editorial Reviews

From the Publisher

"This theory-rich volume is peppered with practical applications throughout, making it the tutorial that this generation of academic leaders, faculty, and graduate students need to understand and respond to routine and non-routine actions and events, on and off the campus."

George D. Kuh, Chancellor’s Professor Emeritus of Higher Education, Indiana University

"This book is an excellent resource for courses in the administration and management of higher education. It is rich with theories and perspectives that reflect the administrative challenges of higher education in the 21st century, and the engagingly written case studies will help students and practitioners apply theoretical knowledge to problems of administration."

Estela Bensimon, Professor of Higher Education and Co-Director of the Center for Urban Education, University of Southern California

"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

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Product Details

  • ISBN-13: 9780415874670
  • Publisher: Taylor & Francis
  • Publication date: 12/18/2012
  • Series: Core Concepts in Higher Education Series
  • Edition description: New Edition
  • Pages: 232
  • Sales rank: 536,244
  • Product dimensions: 6.90 (w) x 9.90 (h) x 0.60 (d)

Meet the Author

Kathleen Manning is Professor in the Higher Education and Student Affairs Program, Department of Leadership and Development Science, at the University of Vermont, USA.

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Table of Contents

Preface

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

Sixteen: Spiritual

Seventeen: Case: Considering the Whole Person, Establishing a Family Leave Policy

Eighteen: Conclusion

References

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