Browsing by Author "Awbrey, Susan M."

Now showing 1 - 4 of 4
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    Examining Faculty-Administrative Relationships: Looking at the Research
    (Oakland University, 2007-10-01) Awbrey, Susan M.; Nixon, Jude V.
    It appears that many faculty members think that administrators don’t respect academic values and many administrators think that faculty members don’t understand the role administration plays in the life of the institution. What has led to this situation, and what can be done about it?
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    Graduation Education Update
    (2010-02-11) Awbrey, Susan M.
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    Making The ‘Invisible Hand’ Visible: The Case for Dialogue About Academic Capitalism
    (Oakland University, 2002-10-01) Awbrey, Susan M.; Brieger, Gottfried
    The erosion of public funding that has led to academic capitalism implies a shift not merely in funding sources but also in the deeper values that underlie education’s role in society. This is ground for very serious national dialogue about the quiet revolution that is taking place in higher education.
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    The Responsive University: A Cautionary Tale
    (Oakland University, 2012-10-01) Awbrey, Susan M.; Cole, Natalie B.
    Accelerating change and external criticism are forcing university administrators to actively seek new managerial forms that address the need for innovation in higher education. Unsatisfied with the traditional professional and administrative bureaucracies, institutional leaders are experimenting with adhocracy management systems to respond to the needs and concerns of university constituents. This paper discusses three cautions regarding adhocracy: the importance of creating internal as well as external organizational fit; the importance of integrating adhocracy into the already blended, loosely coupled management systems of the university; and the importance of developing intentional implementation strategies for adhocracy systems.