|Tierney, William G. / Lechuga, Vincente M. (eds.)|
Restructuring Shared Governance in Higher Education
New Directions for Higher Education, Number 127
J-B HE Single Issue Higher Education
1. Edition September 2004
2004. 112 Pages, Softcover
ISBN 978-0-7879-7768-9 - John Wiley & Sons
Shared governance has been a hallmark of higher education in theUnited States since the early twentieth century. Since itsinception, faculty, administrators, trustees, and other interestedparties have either bemoaned or celebrated the idea. We offer avariety of viewpoints that bring to light various ways to think ofshared governance. The intent is to foment dialogue and debateabout the shape of shared governance for the future. Our assumptionis that many challenges are at academe's doorstep that may requiresignificant changes. If those of us who work in colleges anduniversity are not well organized to deal with those challenges,the solutions that we develop will be love's labors lost.Governance is the means to implementing ideas that either respondto problems or provide new strategies. If academic governance isineffective, then it needs to be reformed. The shape of thosereforms is what the authors of this volume consider.
Chapters address the subject of shared governance from severalperspectives, including partnerships between the state and highereducation; disjointed governance in university centers andinsitutes; a cultural perspective on communication and governance;and balancing governance structures with leadership and trust.Contributors also explore a conceptual framework of faculty trustand participation in governance.
This is the 127th issue of the Jossey-Bass quarterly reportseries New Directions for Higher Education.
From the contents
Editors' Notes (William G. Tierney, Vicente M.Lechuga).
1. The End of Shared Governance: Looking Ahead or LookingBack (Robert Birnbaum). Diminishing the faculty role in governanceis likely to result in a decrease of institutionaleffectiveness.
2. Do Governance Structures Matter? (Gabriel E. Kaplan).
There are few significant relationships between how governanceorganizes and vests authority, on the one hand, and outcomes, onthe other.
3. What Is More Important to Effective Governance:Relationships, Trust, and Leadership, or Structures andFormal Processes? (Adrianna Kezar).
Colleges and universities can build effective governance byfocusing on leadership, trust, and relationships rather than onstructures and processes.
4. The State and Higher Education: An Essential Partnership(Paul E. Lingenfelter).
Structural changes and improvements in governance are needed toensure that the next generation has the opportunity for anaffordable, -high-quality education.
5. Disjointed Governance in University Centers and Institutes(William Mallon).
There are structures, processes, and participants that infringe onhow traditional governance works and play a role in institutionaldecision making.
6. A Conceptual Framework of Faculty Trust and Participationin Governance (Myron L. Pope).
To facilitate the formation of an organizational culture thatsupports effective governance, trust needs to become a serioustopic of inquiry in research pertaining to universities.
7. A Cultural Perspective on Communication and Governance(William G. Tierney, James T. Minor).
Communicative processes are central to organizational effectivenessand provide a means from which to improve governance.
8. Exploring Current Issues on Shared Governance (Vicente M.Lechuga).
Current literature on shared governance provides a greaterunderstanding of the critical issues relating to its future.