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EDHE6710_20090311

Page history last edited by Starr Hoffman 11 years, 2 months ago

EDHE 6710

03.11.2009

 

(four case studies presented tonight; political and anarchical)

 

Presidential Teams

makeup of such a team?

  • cabinet, VPs, Provost, senior officers in various divisions, a few deans....?

 

various functions of these teams:

  • utilitarian/formal/task related/decisions (very focused, specific purpose)
  • expressive/social/interactive/counsel (group that actually has the confidence of the president)
  • cognitive/sense making/intellective/feedback (giving feedback to the president; can be difficult)

some of these functions are more likely to be found in specific institutional models

 

factors that limit teams: 

  • leadership orientation: does the prez believe in team leadership?
  • institutional context; may work better in certain inst. models than others
  • comfort with sharing information; is the prez comfortable sharing info?
  • trust; if you can't trust, you won't be open to teams
  • respect; do you respect the individuals that are a part of your team? their opinions, positions, etc.?  if you don't respect them, you probably shouldn't have them on your team.

 

Political Organizations

  • constant competition for power and resources
  • "a supercoalition of subcoalitions with diverse interests, preferences, and goals" (Birnbaum citing Cyert & March)
  • meetings filled with drama; have to be prepared for the inevitable "gotcha" (leading questions, etc.)
  • can't just "do your job" to succeed
  • collegial = family; bureaucratic = machine; political = shifting kaleidoscope
  • indifference (to others' goals, thoughts, etc.)
  • instability provides stability
  • president as mediator (trying to keep some kind of balance)

 

Anarchical Organizations

organized anarchy: do what you want (with inherent limitations)

  • problematic goals (unreasonable, controversial, don't fit the institution)
  • unclear technology: many systems of delivery, but no way of measuring their effectiveness
  • fluid participation: may not know who is involved in what
  • "garbage-can decision-making" (Choen, March, Olsen): not sure why some items end up in the "garbage can"
  • presidential leadership: symbolic
  • such a system can only function if you have a lot of time or resources

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