ERIC Number: ED407017
Record Type: RIE
Publication Date: 1997-Feb
Managing Organizational Change.
Watwood, Britt; And Others
Based on studies comparing leadership in two rural community colleges undergoing change and examining the management of change at Maryland's Allegany College, this paper presents a conceptual framework and model for managing organizational change. First, a framework for understanding the community college chair's role in organizational change is presented, suggesting that chairs should exercise visionary transformational leadership in their departments, empower others, make use of teams, maintain a focus on customers and quality, and ensure that meaningful data is collected. The framework also points to two expected outcomes of these strategies: institutional innovation and constituent satisfaction. Next, implications of the framework are described, stressing the important roles of both presidents and chairs in dealing with change, the importance of staff development for quality, and the need to balance instructional and administrative duties of chairs. Finally, a model for managing organizational change is provided, including the following four components: (1) conceptualization, or recognizing the different parts of a system as a whole, which may best be accomplished through cross-college representation on committees; (2) active, two-way communication; (3) commitment by leaders to organizational goals to gain the commitment of stakeholders; and (4) the creation of management systems and support services dedicated to managing change and monitoring progress in the change process. (TGI)
Publication Type: Opinion Papers; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Note: In: Walking the Tightrope: The Balance between Innovation and Leadership. Proceedings of the Annual International Conference of the Chair Academy (6th, Reno, NV, February 12-15, 1997); see JC 970 185.