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Successful 2.0 management: Focus on the dean, chair, and department
Author(s) -
Chu Don
Publication year - 2019
Publication title -
dean and provost
Language(s) - English
Resource type - Journals
eISSN - 1943-7587
pISSN - 1527-6562
DOI - 10.1002/dap.30594
Subject(s) - conservatism , power (physics) , management , higher education , political science , sociology , public relations , public administration , law , economics , politics , physics , quantum mechanics
Just about all new campus leaders come to the job with lofty ambitions. They form blue‐ribbon committees charged with developing plans for institutional transformation and then campaigns are launched with great fanfare. Yet as former Secretary of Labor and Professor Robert Reich observes, higher education is stubbornly resistant to change. Why is change slow in higher education? Maybe it isn't consultants who haven't done a good job, or personal motivations or willingness from the top brass to change their organizations. Maybe it isn't the conservatism of faculty wedded to old ways. Maybe there is something in how colleges are managed that creates a gravity that makes it so hard to keep pushing that boulder up the hill and keep it there. Maybe it isn't the engine (i.e., the faculty) or the hands on the steering wheel (i.e., the administration), but maybe it's the link between the two where we should focus if we are to power up higher educational institutions.