06863cam a2200505 a 4500 ocm18324878 OCoLC 20241113115126.0 880714s1988 caua b 001 0 eng 88042777 GB8939772 bnb 1555421261 9781555421267 155542354X 9781555423544 AU@ 000005960984 AU@ 000021614899 DEBBG BV003562251 NZ1 3543046 YDXCP 1161772 (OCoLC)18324878 (OCoLC)1201993558 eng GAFCSC LIBRARY n-us--- LB2341 B47 Birnbaum, Robert. How colleges work : the cybernetics of academic organization and leadership / Robert Birnbaum. 1st ed. San Francisco : Jossey-Bass, 1988. xx, 253 pages : illustrations ; 24 cm text txt rdacontent The Jossey-Bass higher education series "A publication of the National Center for Postsecondary Governance and Finance"--Title page verso Includes bibliographical references (pages 231-244) and index. Understanding colleges and universities as organizations : Problems of governance, management, and leadership in academic institutions : Problems of governance : Trustees and faculty ; Administrators and faculty ; Normative statements on governance. Problems of organization : Dualism of controls ; Mission and management ; Power, compliance, and control. Institutional and organizational constraints : Institutions and environments ; Decentralization ; Inflexibility of resources ; Confusion of organizational levels ; Cosmopolitans and locals: prestige and rank ; Other organizational differences. The problem of leadership : Leadership theories ; Social exchange theory ; Leadership as symbol ; Leadership and environments. The nature of academic organization- a summary -- Thinking in systems and circles: the structure and dynamics of academic organizations : The nature of systems : Interacting components ; Boundaries ; Inputs and outputs ; Types of systems. Tight and loose coupling : Functions and dysfunctions of loosely coupled systems ; Coupling and survival. The contingency approach :The environment of colleges and universities ; The technical subsystem of colleges and universities ; Differences in institutional governance and management. Thinking in circles ; Implications for administrators : Cause and effect ; Tine and administrative behavior ; Predictability ; Differences between institutions ; The need for unlearning -- Making decisions and making sense: the administrator's role : Being rational : Problems of calculation and comparison ; Satisficing ; Goals and rationality ; Effectiveness and rationality ; The rational institution. Being sensible ; The meaning of organizing ; How organizing takes place ; Sharing meanings ; Retrospective sense making. Institutional culture: efficiency, ceremony, and management : Forces for cultural similarity ; Forces for cultural differences ; Cultural distinctiveness ; Culture and environment ; Myths and management. Implications for the administrator as decision maker or sense maker -- Models of organizational functioning : The collegial institution: sharing power and values in a community of equals : Heritage College as a collegial system ; Characteristics of collegial systems ; Loops of interaction in collegial systems ; Tight and loose coupling in collegial systems ; Effective leadership in collegial systems : Live up to the norms of the group ; Conform to group expectations of leadership ; Use established channels of communication ; Do not give an order that will not be obeyed ; Reduce status differences ; Encourage self control -- The bureaucratic institution: rationalizing structure and decision making : People's community college as a bureaucratic system ; Characteristics of bureaucratic systems ; Loops of interaction in bureaucratic systems ; Tight and loose coupling in bureaucratic systems ; Effective leadership in bureaucratic systems. The political institution: competing for power and resources : Regional state university as a political system ; Characteristics of political systems ; Loops of interaction in political systems :Coalitions ; Negotiations. Tight and loose coupling n political systems ; Leadership in political systems : Clarifying group values ; Reducing the cost of participation -- The anarchical institution: finding meaning in a community of autonomous actors : Flagship University as an anarchical system ; Characteristics of anarchical systems : Problematic goals ; Unclear technology ; Fluid participation. Loops of interaction in anarchical systems ; Tight and loose coupling in anarchical systems : Problems ; Solutions ; Participants ; Garbage-can decision making. Effective leadership in anarchical systems : Spend time ; Persist ; Exchange status for substance ; Facilitate opposition participation ; Overload the system ; Provide garbage cans ; Manage unobtrusively ; Interpret history -- Integrating the models : The cybernetic institution: providing direction through self-regulation : Characteristics of cybernetic systems : Thermostats and feedback loops ; Goals and subunits ; Limiting uncertainty ; Responding to feedback ; Changing behavior ; Collecting data ; The subunit organization hierarchy: goals and controls. Loops of interaction in cybernetic systems ; Tight and loose coupling in cybernetic systems ; Effective leadership in cybernetic systems : Management by exception ; Designing systems ; Directive cybernetic leadership ; Administrative intervention ; The role of analysis ;Principles for the cybernetic leader -- Effective administration and leadership in the cybernetic institution : Leading cybernetically ; Complicating the controller ; Learning accurately ; Administering cybernetically : Persistence and flexibility ; Undermanaging and overmanaging ; Remembering and forgetting. Balancing administration. Faculty Development Collection. Index and references included. Universities and colleges United States Administration. Cybernetics United States. has work: How colleges work (Text) https://id.oclc.org/worldcat/entity/E39PCGbgBTHmJrVvHCQwv7RCw3 https://id.oclc.org/worldcat/ontology/hasWork Online version: Birnbaum, Robert. How colleges work. 1st ed. San Francisco : Jossey-Bass, 1988 (OCoLC)735308947 Jossey-Bass higher education series. Publisher description http://catdir.loc.gov/catdir/enhancements/fy0706/88042777-d.html lcc BK LB2341 B47 0 NO HOLDINGS IN GHUCC - 822 OTHER HOLDINGS 2108 2108 0 0 lcc 0 0 REF GAFC GAFC GEN 2024-11-13 0 LB2341 B47 2024-3442 2024-11-13 11:52:10 c.1 2024-11-13 BK