Explore Academic Governance According to Bolman and Deal (2013), leaders needed to have the managerial skill of having objective perspectives when problems arose and having the leadership skill of creativity to discover new ideas and possibilities. The purpose of this paper was to discuss alternative organizational models of academic governance, the unique character of the organizations educators serve, and reflect on my organization’s academic governance. Alternative Organizational Models of Academic Governance Bolman and Deal (2013) stated that there were four-frame models that governed organizations, and the models were structural, human resource, political, and symbolic. Lightcap (2014) discussed the entrepreneurial model that was a …show more content…
Political Model Bolman and Deal (2013) stated that in the political model individuals competed for power and scarce resources. Bolman and Deal also noted that conflicts were common because needs and perspectives were different between individuals. Degn (2015) noted that managers attempted to sell a message and gain influence from individuals to obtain a certain goal. According to Bolman and Deal (2013), power can be concentrated in the wrong place, so goals were not completed. Symbolic Model Bolman and Deal (2013) noted that for the symbolic model organizations were depicted as cultures, rituals, and ceremonies instead of rules and policies. Degn (2015) stated that managers created stories to boost and maintain a positive self-image. Degn also noted that managers would look for problems and goals that matched their strengths to enhance the feelings of self-efficacy. Problems were raised when rituals and symbols lost their meaning to the individuals in the organization, and faith had to be restored in the organization (Bolman and Deal, 2013). Entrepreneurial Model According to Lightcap (2014), academic governance had shifted from the traditional model of state regulation and academic self-governance to the entrepreneurial model of stakeholder guidance, managerial self-governance, and competition. Lightcap stated that the universities were governed by outside sources such as businesses that hire the students, Boards of Trustees who have political
The symbolic frame brings inspiration and makes their employees excited to work and commit to a place that has a unique identity. Symbolic leaders are passionate about
Following Bolman and Deal’s organizational structure and human resource frames, the third frame could arguably be the most impacting on an organizations employee’s sight and reference regarding their organization’s culture. Symbolic framing views organizations as theaters (Bolman & Deal, 2008; 2015), where its employees are acting out their duties and responsibilities grounded in the organization’s myths, values, ceremonies and rituals (Bolman & Deal, 2008; Henderson, 2015). In this regard, organizations are often judged more on their performance in a theatrical sense, than the product outcomes themselves, as the performance creates alignment in its employees (Smith, 2012). In the structural frame, we understood that organizations obtain efficiency through proper alignment in departmental and communication lines, identifying excess in order to streamlining processes. The human resource frame encouraged us to conceptualize that organizations achieve success by focusing on who is in the right or wrong position and acknowledging the needs of the employees, certifying that both employee and organizational needs should be met to promote organizational success. The symbolic frame challenges us to view the organization from a different perspective, looking deeper into the organization’s culture as the answer for alignment and unity toward a common goal. Symbolic framing aims to capture the hearts and minds of all those involved in the organization, as symbols are often the
• The Political Framework is very important. As Bolman and Deal note, the political leader understands the reality of the politics in the organization and deals with them (1991). The framework is developed primarily by political scientists who believe that an organization is an arena wherein different interest groups compete for a limited amount of power and resources leading to conflict and coalitions being established (Bolman and Deal 1991, p. 15).
According to Landstrom (1998), the sociological theories are in the level of analysis which is traditionally the society. Reynolds (1991) identified social networks, life course stage context, ethnic identification and population ecology as the four social contexts that relates to entrepreneurial opportunity.
The political frame addresses organizational and personal politics. It is important to identify who opposes your projects as well as who supports them. This step will help discover the main interest groups that would be most affected by the project outcome. The important issue in IMS project related to the political frame is the power shifts from functional managers to project managers after the initial stage of the project. This unplanned power shift to an inexperienced project manager who does not have much knowledge about the organization to deal with internal and external politics resulted in failure of the IMS project.
Organizations tend to adopt three major theoretical perspectives that form the basis of their systems. The three include the open, rational and the closed systems (Scott, 2003). There is the crucial need to ensure one can understand these perspectives to understand how the organizations operate. The three perspectives are a representation of the scientific development of the organizations.
“The approach to the study of leadership usually has been and perhaps always must be through the study of traits. Leadership obviously is not a simple trait but rather a complex of many traits fashioned together as a unity (Cowley, 1928, p. 144).” Leadership can be defined as the position or function of a leader, a person who guides or directs a group. Leadership is a process that occurs in a group setting. Leadership involves influence and goal attainment. Leadership styles and theories are vast in number and detail. This paper will examine leadership from the perspective of college and university presidents. Presidents of institutions of higher education are considered leaders. Each institution is different meaning that presidents have to be diverse in their leadership knowledge and style in order to effectively lead the institution. It is necessary to have a general knowledge of leadership theories and styles in order to properly examine the traits and behaviors of college and university presidents.
Conflict theory sees societies comprised of groups with conflicting values and interests. (Vold et al. 1998)
Masters of Arts in educational leadership is a study field that interested me deciding on the master program to pursue (Green, 2010). The program is essential in academic institutions since it views leadership as a relational process. In other words, it has an all-inclusive attitude towards people and their diverse points of views sharing a common goal and vision among individuals in the institution. The strong interest and desire of pursuing the art program resulted from the interest of understanding the cultural aspects of people that leads to their diversified points of view. Additional interests in educational leadership arose from the increased urge of expounding knowledge on leadership. Furthermore, based on the dynamic nature of the modern society, pursuing the master program aimed at understanding different management styles and required skills for these styles (Green, 2010). The discussion paper has the objective of expounding and reflecting on the different aspects of educational leadership learnt in the MA in educational leadership program.
Educational leadership has changed and evolved through the years as a result of dramatic changes in the school culture, student demographics, environment, science, technology, and economy. Given the complexity and unpredictability of the demanding challenges to educate all children, prospective school leaders may find it desirable to define their own beliefs about instructional supervision and evaluation as they prepare for the rigor of school leadership practice. While enacting supervision, a supervisor is guided by certain values, assumptions, beliefs, and opinions that support the purpose and process of supervision (Sergiovanni & Starratt, 2006). This can be described as the supervisor’s
In the past, academic literature focused on the analytical leadership approach. While still productive and
Deal and Peterson are on to a--paradoxically--simple and yet equally profound truth: leadership is a paradoxical enterprise. The heart of their analysis focuses on the false dichotomy between (left-brained) rational-technical-logical "management" and (right-brained) symbolic-artistic-passionate "leadership." As their title suggests, they wisely conclude that the most effective school leaders practice a more balanced "bifocal" approach.
Symbolic conditioning is when things have been representing an image or company for a long period of time that people start to have a conditioned responses to that image or companies, as the book gave the example of the crucifix and the alter. Organizations use symbolic condition to create an identity for themselves. They create their physical structure for employees so that customers have a conditioned response when they are interacting with them or thinking to give them business. They want customers to know how they conduct business and what to expect from them. Disney World can be an example. They create their physical structure to be fun, loving, and outgoing. Everyone that goes to Disney World expect to receive that kind of service because
* Political Systems; Organizations as systems of political activity, with patterns of competing interests, conflict and power. Keywords are: interests and rights, power, hidden agendas and back room deals, authority, alliances, party-line, censorship, gatekeepers, leaders, conflict management
* Political science in explaining how power struggles between groups within organisations can stem from variances in performance and agendas.