Full Description
There is a widespread discontent with the quality of education and levels of college student achievement, particularly for undergraduates preparing for the professions. This report examines the educational challenges in preparing professionals, reviews the specific types of curriculum innovations that faculty and administrators have created or significantly revised to strengthen college graduates' abilities, and focuses on the societal changes and expectations produced by the acceleration in technology.
Contents
Foreword xiii Acknowledgments xv Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations 1 Distinctive Contribution 3 Focus of the Monograph 4 Audience 7 To Change or Not to Change? 8 Providing a Common Language for Understanding Organizational Change 11 What Is Organizational Change? 12 Diffusion, Institutionalization, Adaptation, Innovation, and Reform 13 Forces and Sources 15 Degree of Change 16 Timing of Change 17 Scale of Change 18 Focus of Change 19 Adaptive/Generative 20 Intentionality: Planned Versus Unplanned Change 20 Response Time: Proactive and Reactive 21 Active and Static 21 Target of Change: Change Process and Outcomes 22 Summary 23 Theories and Models of Organizational Change 25 Typology of Organizational Change Models 26 Evolutionary 28 Teleological 32 Life Cycle 36 Dialectical 40 Social Cognition 44 Cultural 49 Multiple Models 53 Summary 55 Appendix 57 Understanding the Nature of Higher Education Organizations: Key to Successful Organizational Change 59 Interdependent Organizations 62 Relatively Independent of Environment 63 Unique Organizational Cultures of the Academy 65 Institutional Status 66 Values-Driven: Complex and Contrasting 67 Multiple Power and Authority Structures 68 Loosely Coupled Structure 70 Organized Anarchical Decision Making 71 Professional and Administrative Values 72 Shared Governance System 73 Employee Commitment and Tenure 74 Goal Ambiguity 75 Image and Success 76 Summary 76 Higher Education Models of Change: Examination Through the Typology of Six Models 79 Evolutionary 80 Teleological 86 Life Cycle 92 Dialectical 93 Social Cognition 99 Cultural 105 Multiple Models 109 Summary 111 Research-Based Principles of Change 113 Promote Organizational Self-Discovery 114 Realize That the Culture of the Institution (and Institutional Type) Affects Change 115 Be Aware of Politics 115 Lay Groundwork 116 Focus on Adaptability 117 Facilitate Interaction to Develop New Mental Models and Sensemaking 118 Strive to Create Homeostasis and Balance External Forces with the Internal Environment 118 Combine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy,With Social-Cognition, Symbolic, and Political Strategies 119 Realize That Change Is a Disorderly Process 119 Promote Shared Governance or Collective Decision Making 119 Articulate and Maintain Core Characteristics 120 Be Aware of Image 120 Connect the Change Process to Individual and Institutional Identity 121 Create a Culture of Risk and Help People to Change Belief Systems 121 Realize That Various Levels or Aspects of the Organization Will Need Different Change Models 121 Know That Strategies for Change Vary by Change Initiative 122 Consider Combining Models or Approaches, As Is Demonstrated Within the Multiple Models 122 Summary 123 Future Research on Organizational Change 125 References 133 Name Index 149 Subject Index 153
