TY  - BOOK
AU  - Birnbaum,Robert
TI  - How colleges work: the cybernetics of academic organization and leadership 
T2  - The Jossey-Bass higher education series
SN  - 1555421261
AV  - LB2341 B47
PY  - 1988///
CY  - San Francisco
PB  - Jossey-Bass
KW  - Universities and colleges
KW  - United States
KW  - Administration
KW  - Cybernetics
N1  - "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
N2  - Index and references included
UR  - http://catdir.loc.gov/catdir/enhancements/fy0706/88042777-d.html
ER  -