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Tuesday, April 26

  1. page April 20 Class notes edited ... Proposition 5 - From a structural construction perspective, a college president may advance a …
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    Proposition 5 - From a structural construction perspective, a college president may advance a construction of reality by balancing the psychological with the central values of the institution.
    Proposition 6 - Leaders that use interactive and communicative change are more likely to see learning related change than those leaders that utilize unidirectional change.
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    FDR's first innaguration address,inauguration address. In what
    http://www.youtube.com/watch?v=Lm3Bntsp2ck&feature=related
    Simsek & Seashore Louis: “Organizational Change as Paradigm Shift”
    (view changes)
    9:57 am
  2. page April 20 Class notes edited ... Anna Neumann profile page at Teachers College - Columbia University http://www.tc.columbia.ed…
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    Anna Neumann profile page at Teachers College - Columbia University
    http://www.tc.columbia.edu/faculty/index.htm?facid=an350
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    and internal influnecesinfluence on an
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    that sample, ArcadicArcadia College and
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    how they feelfelt and what
    Arcadia College – Financially Sound and Solid
    Industrial College – Financially Strapped
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    Anderson became more involved in growing the resources of the institution
    Keeton spends an equal amount of energy to resource acquisition and use
    At ArcadiaArcadia, faculty presented
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    deficit", "no red".red." Despite the
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    Anderson became more involved in
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    College expressed the sentiment that despite
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    finances. An atmospheratmosphere of trust
    How people understand the resource condition (good or bad) very much depends on the actions/inactions of the President. In the case of Arcadia, the absence of understanding caused more anxiety than the absence of money at Industrial College.
    Neumann offered six propositions about the social construction of resource stress and leadership based on the two cases presented. The proposition are summarized below:
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    construct a reality)reality).
    Proposition 2 - Financial distress may result in a disconnect between what individuals know of the financial reality and how leaders are dealing with it.
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    a contingency theory.theory perspective.
    Proposition 4
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    and meaning makingmaking.
    Proposition 5
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    structural construction perspectiveperspective, a college
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    balancing the phychologicalpsychological with the
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    of the institutioninstitution.
    Proposition 6
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    utilize unidirectional changechange.
    Here is a video of FDR's first innaguration address, In what ways did he calm the anxieties of the nation during the Great Depression?
    http://www.youtube.com/watch?v=Lm3Bntsp2ck&feature=related
    (view changes)
    9:56 am
  3. page April 20 Class notes edited ... Anna Neumann profile page at Teachers College - Columbia University http://www.tc.columbia.ed…
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    Anna Neumann profile page at Teachers College - Columbia University
    http://www.tc.columbia.edu/faculty/index.htm?facid=an350
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    of contingency thoerytheory claim that
    Neumann sought to utilize the lens of social construction to view leadership and resource realities. Individuals at eight colleges were interviewed. From that sample, Arcadic College and Industrial College were used in her study as illustrative examples. Neumann interviewed individuals at the colleges to see how they feel and what they thought about the college resource situation. How do the presidents of these colleges contribute to the construction of meaning relative to resources?
    Arcadia College – Financially Sound and Solid
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    9:51 am
  4. page April 20 Class notes edited ... Quantitative Survey Study Gioia and Thomas (1996) sent questionnaires to three top-level admi…
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    Quantitative Survey Study
    Gioia and Thomas (1996) sent questionnaires to three top-level administrators at each of 439 institutions throughout the United States. The institutions included both public and private classifications either categorized as four-year baccalaureate, master's, or doctorate degree-granting institutions.
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    “utilitarian” and “normative”.“normative." Administrators identify
    The results of the questionnaire revealed that institutions that were perceived as more utilitarian seemed to have more strategic issues, whereas institutions that were perceived as more normative had seemingly less strategic issues. Additionally, strategic issues were linked to identity type, identity strength, and desired future image, whereas political issues were linked to identity strength and present image.
    Discussion and Conclusion
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    9:49 am
  5. page April 20 Class notes edited ... Gioia & Thomas: "Sensemaking During Strategic Change" Overview ... "thr…
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    Gioia & Thomas: "Sensemaking During Strategic Change"
    Overview
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    "threat" and "opportunity","opportunity," whereas higher
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    "strategic" and "political"."political." More significantly,
    Identity: How members of an organization view the organization and what they constitute as defining characteristics of the organization. (Internal Perception)
    Image: How members of an organization think that individuals outside of the organization perceive it OR how members of an organization (specifically top management) want others to perceive the organization. (External Perception)
    (view changes)
    9:44 am
  6. page April 20 Class notes edited ... 4. A strategic problem of institutional leadership Planned Change Models (Top down perspectiv…
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    4. A strategic problem of institutional leadership
    Planned Change Models (Top down perspective)
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    scientific knowledge. .
    • 5 stages of Adopting Innovations –
    1. Awareness
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    3. The culture of trust
    4. Financial slack
    5. External environmentenvironmental constraints and
    Postmodern and Critical Perspective on Change
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    and Critical theory.Theory.
    Postmodernists note that large-scale social, cultural, economic, and political changes have had significant effects in HE institutions. Thus, there is a declining ability to predict which interventions and changes are likely to be successful in organizations. Postmodernists also challenge the notion that change represents progress as it may only reflect the ability of one group to subordinate others.
    Critical Theory researchesresearchers emphasize the
    Conclusion
    Higher Education can change in many ways (inputs, outcomes, processes, structure, culture, leadership). Two main change models were studied in the article: Planned and Emergent changes. Theories related to planned change are: Innovations Adaptation, sociotechnical, and Human Processual. The Emergent Change framework includes Sensemaking Theory and Improvisation. Postmodernists and Critical Theory researches are additional change models. The combination of change models that suits best an organization depends on several contingencies, with the objective of maximization of human resource development to improve effectiveness. In addition to using multiple change models, leaders can work to change the contingencies themselves. The contingencies are:
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    structure for Actionaction
    2. Leadership
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    at all Levelslevels
    3. The Culture of Trusttrust
    4. Financial slack
    5. External environmentenvironmental constraints and
    The challenge for leaders is to choose which best change model to apply. However, studies suggest that HE leaders should avoid searching for the best model for change and instead seek complementary approaches
    Discussion Questions:
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    and rituals be considered resistant
    {doc.jpg} {King.jpg}
    What is stronger/more effective: when a single leader force change or when change comes from the bottom up?
    (view changes)
    9:43 am
  7. page April 20 Class notes edited ... Author Page No. paradigm: Paradigm: "the prevalent Simsek and Seashore Louis p. 55…
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    Author
    Page No.
    paradigm:Paradigm: "the prevalent
    Simsek and Seashore Louis
    p. 551
    contingency theory:Contingency Theory: "the external
    Neumann
    p. 389
    social construction:Social Construction: meaning comes
    Neumann
    p. 389
    Diffusion of innovations frameworkInnovations Framework (planned change)
    Bess and Dee
    p. 800
    Sociotechnical theoryTheory (planned change)
    Bess and Dee
    p. 801
    Force field theoryField Theory (planned change)
    Bess and Dee
    p. 803
    (view changes)
    9:37 am
  8. page April 20 Class notes edited ... Bess and Dee explore two types of organizational change: “planned” or intentional change, impo…
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    Bess and Dee explore two types of organizational change: “planned” or intentional change, imposed by a leader or senior administrators (a top-down approach) that has as its foundation positivist assumptions, and “emergent” change that originates in one area and then is adopted by other areas (a bottom-up approach) and is guided by social constructionist assumptions. The authors argue that leaders should appreciate that both types of change have their uses.
    Gioia and Thomas explore the ways that internal and external perceptions both influence and can be influenced by the change initiatives of higher education institutions. They conducted an in-depth case study of one institution and a quantitative survey study of 439 other institutions in an effort to gain a greater understanding of how image and identity affect the management of change. The conclusion: "If the concern is to make intentional, substantive change , then some fundamental organizational attributes must change" (p.373).
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    able effectively to diffuse anxiety
    Simsek and Seashore Louis take the stance that strategic planning to effect change may be largely ineffective unless there is a leader who can successfully challenge his or her institution’s underlying paradigm or “world view.”
    Terms and Concepts
    (view changes)
    9:32 am

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