Short Term Assignment : East Middle University's ( Emu ) Finances

The faculty is entrenched in their ways, and change causes ambiguity and uncertainty. Moreover, the faculty in the organization feel uncertain about the new concepts presented by Dr. Ball to the deans altering their salaries and evaluations (Bolman & Deal, 2013, p. 31). The proposed changes create competition and unrest among the faculty and will shatter the business-as-usual campus conduct and job security. The dean's and faculty are grasping at the symbolic frame, defending their beloved academic lifestyle (Bolman & Deal, 2013, p. 248). The secondary problem in this case is support from the deans of the incentive program that will restore Weston University prestigious reputation as set by the board and developed by the president.

It is not surprising the competencies of the profession and prioritization of these competencies is ever shifting as well. Herdlein, Riefler, and Mrowka found in their meta- analysis of the subject a “shift in emphasis from counseling and human facilitation towards assessment, management, leadership, and supervision” as well as an emergence of “administrative functions such as strategic planning, budgeting/finance, legal/ethical issues, and campus organization and structure” (2013, p. 264). This is not surprising, as higher education institutions face decreased funding and increased regulations, this trickles down to a shift in priorities from human facilitation toward administrative management. The evolving world of higher education means student affairs leaders not only need to be educators but also have knowledge of business

The issue of the University of Akron’s president and administration has been a headliner for roughly six months. A student from the University of Akron has responded to president Scott Scarborough’s “State of the University” speech that was held back in october. Grant Morgan, the University of Akron student, expresses his concerns with the state of his university. The letter reads that president Scarborough said that their are two ways to make decisions with the university “by ”Ripping the Band-Aid off” in one fell swoop, or by making them gradually over two or three years” (Morgan , The Plain Dealer, 2015). Whichever way that Scarborough decides to make these changes Morgan states that the problem lies with Scarborough wishing every decision he made would not end up in the media. Morgan states that he questions why Scarborough thinks it is an issue that the public knows about his ideas and

After reviewing the readings, I identified three areas I would invest the majority of my resources for constructing a strategy to advance the stability of higher ED infrastructure: mental health services, response partnerships, and campus alert systems. The best approach always begins at the prevention and mitigation phase. I believe these areas are not only critical to the success of the final recovery phase but can be less intrusive on organizational budgets. For instance, the cost to remodel buildings for locking systems or advanced security systems may be overwhelming for a smaller institution to incorporate. Although, there are methods to supplement these costs via partnerships, grants, entry fees, and private investments (i.e., alumni donations). In lieu of such luxury, higher ED should focus on what they have control over at the present moment.

One of the weaknesses of Walden University is their administrators. For one, these administrators do not return e-mails and phone calls (OnlineDegreeReviews.org, 2015). Also, when they answer a phone call, they do not usually give their name, and worse, they sigh on the phone (OnlineDegreeReviews.org, 2015). Given the university's tuition, the administrators' behavior is unacceptable.

The financial statement of the University of Virginia divides the pension plan into diverse categories. The categories are made up of the retirement plans, the Supplemented Retirement Income plans, and the deferred compensation plans. The Employees of the University are considered to be employees of the commonwealth. Considerably, the entire stable full-time ordered salaried workers participate in a definite pension plan managed by the Virginia Retirement System (VRS). Data regarding the plan are always availed at the statewide stage solely in the Commonwealth of Virginia’s Comprehensive Annual Financial Report (CAFR). The Commonwealth, and not the University, has the full duty of contributing to the plan.

Firstly a funding crisis has created a shortfall that the universities’ brightest brains are struggling to solve. Institutions’ costs are rising, owing to pricey investments in technology, teachers’ salaries and galloping administrative costs. That comes as

Through the process of the following organizational change, leadership is essential. With leadership, comes communication, which in this case, is utilized to discuss potential problems and recommendations. “Leadership is first and foremost a communication process, or set of processes. Every leadership behavior is enacted through communication” (Witherspoon, 2004). Communication is necessary for Garden State University because there are different campuses and divisions. There is a main campus, as well as a northern campus 45 miles away and a southern campus located 60 miles away from the main campus. This makes communication difficult because it is not always possible for every faculty member to be in the same place. There is also two major divisions within Garden State University, this includes the Office of the Senior Vice President for academic Affairs and the Office of the Senior Vice President for Administration and Finance. Academic deans and directors, as well as other academic, student, and academic support functions report to the Office of the Senior Vice President for Academic Affairs. Budgeting, procurement, facilities, human resources, risk management, public safety,

In April of 2016, Vanderbilt University Medical Center (VUMC) and theVanderbilt University (VU) became separate financial entities. The attached organizational chart, see appendix – B, illustrates the former organizational structure for VUMC and VU (This learner was not able to obtain the new organizational chart). The organizational chart shows a straight line of authority headed by the chancellors and ending with the satellite clinics. An organizational chart of this nature demonstrates a top down decision making process where top management makes the decisions that are trickled down to the other levels of the organization. Under the new structure VUMC is headed by the board of

The hierarchy of the organization is tall and centralized. The team has the power and authority to be a part of the decision-making process. This is encouraged by the leadership team. They want the employees to work towards academic

In the case study of the new vice president, Jennifer was appointed interim Vice President for a 3 year term at Mid-West University. After the interim, the President reluctantly appointed her the role of Vice President of the University. Jennifer has devoted her entire career to Mid-West University. She was initially hired as an Introductory History instructor. While teaching history, she earned her PH.D and became Assistant Professor due to her popularity and excellent teaching ability. Jennifer was involved in various activities on campus such as forming the first union, acquiring grants, writing skits for the faculty club’s annual follies and generally offering her support to anyone who needed her assistance. She became President of the Faculty Senate where she served two years before being offered the position of Associate Vice President of Academic Affairs where for the next ten years she handled most of the academic complaints, oversaw several committees and wrote letters and reports for the then Vice President.

A further look at the problem issue through the structural lens brings forward the following issues; there is no clear structure as to who reports directly to President Dunn, the director of the Women’s Center reports directly to the Vice President of Student Affairs, as the Women’s Center is used by male and female staff and students. President Dunn had intentions to consolidate the alumni relations, community relations and government to a newly created Vice President of Advancement position. There was an enormous amount of responsibilities on the Vice President of Student Affairs, as this person was responsible for; the Women’s Center, student life, career services, health services, judicial affairs and athletics. As the school body was estimated

According to MacDoniels (1985), it is in the nature of small to medium colleges that the resources and alternatives for action are limited at the departmental level to which it occurs. Since Kutztown is considered a smaller school compared to others in the United States, we are very limited in the resources that we have. While the chair of a department may request funds, they cannot distribute costs. This becomes a problem because the chair looks at what is best for the department, but is unable to control how the funds are distributed throughout. The chair is also restricted to recruiting faculty, not actually hiring potential employees. This can be harmful to certain departments because the chair is aware of what is needed and the hiring managers may not be able to accommodate to their

As Roegies analyzed, and then put into place, a system to manage the complex environment, she spend the first three months meeting with leadership, her peers, and her new department leaders. She enlisted her leaders help in structuring the system that would work for the Higher Ed division for Pearson. Roegies put in a system fit for purpose to the environment, thereby allowing her to make tremendous impact and progress in the organization, while empowering her leadership team to implement the new system. This allowed Roegies the ability to make early gains in the goal of combining the program

Discouragement of innovations was the main concern of the critics. The financial pressure imposed on deans was forcing them to be concern about the financial aspects of their decisions rather than focusing on main mission as leaders of an academic institution. This critique could be validated because the main objective of each academic organization is encouraging and expanding the new ideas which might not be profitable in the short term. However, neglecting these ideas will threaten the university’s long term profit.