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Full-Text Articles in Education
Academic Budget Prioritization In A Shared Governance University, Scott R. Olson, James A. (Jim) Grabowska, Rick Straka, Lynn D. Akey
Academic Budget Prioritization In A Shared Governance University, Scott R. Olson, James A. (Jim) Grabowska, Rick Straka, Lynn D. Akey
Academic Affairs Publications
Academic program review and budget prioritization in a shared governance environment with transparency and results was critical for Minnesota State University-Mankato, in preparation for forecasted budget reductions. Using an interactive format, this session will review the development of program evaluation metrics, highlight the process and timeline used, present key lessons learned, and provide attendees an opportunity to consider application on their home campus.
A Strategic Funding Process: Emphasizing Shared Governance And Transparency, Lynn D. Akey
A Strategic Funding Process: Emphasizing Shared Governance And Transparency, Lynn D. Akey
Academic Affairs Publications
The Purpose
Provide an opportunity and seed funding for innovative ideas to emerge from the campus community in support of the Institution’s strategic priorities.
The Process
The Strategic Priority Funding process that exists at Minnesota State University, Mankato today has roots extending back to pre-2004 as an innovation fund.
- Pre 2004 – An Innovation Fund
- 2004 – Strategic Priority Funding – Administrative
- 2006 – Strategic Priority Funding – Administrative/Planning Sub-Meet
- 2011 – Strategic Priority Funding – Joint Open Process
The process has primarily changed in ways that reflect greater shared governance, transparency, and assessment of results.
The Results
During the …
Organizational Culture As A Function Of Institutional Type In Higher Education, Jason Alexis Kaufman
Organizational Culture As A Function Of Institutional Type In Higher Education, Jason Alexis Kaufman
All Graduate Theses, Dissertations, and Other Capstone Projects
The purpose of the present study was to examine whether organizational culture varies as a function of institutional type in higher education, and to identify whether there exists congruence between organizational culture type and leader behavior. Utilizing the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2011), data were collected from a sample of academic deans (n = 84) representing the colleges and universities across five states of the Upper Midwest. The results indicated a general trend toward clan cultures and congruent leader behavior for all institutional types (i.e., associate's colleges, baccalaureate colleges, master's colleges and universities, and …