University Management

The decisions are then implemented at the level of the eight different offices that are headed by individual Vice Presidents. The Vice Presidents and their departments are interlinked with one another through the coordination of their functions during the weekly meetings (Clements & Meirose, 2001; JU, n. d. "Jacksonville University Organizational Chart"). These weekly meetings demonstrate the importance of "lateral coordination" (Bolman & Deal, 2003) in ensuring that policies handed down from above are actually carried out (Clements & Meirose, 2001; JU, n. d., "Jacksonville University Organizational Chart"). This description of the organizational structure of JU also highlights the importance of both the vertical and lateral coordination approaches in enabling leaders in a higher education institution to manage the operations that extend to different departments of the institution.

In spite of this highly structured organizational structure, it is also important to point out that how JU organizes its roles and functions is also affected by the distribution of power and authority within the institution?the political frame (Bolman & Deal, 2003).

The establishment of relationships with the outside community is also crucial to JU's financial well-being. Since JU is a private institution that is highly dependent on students for its financial resources, it is critical that JU is able to increase its enrollments at undergraduate and graduate levels. In addition, JU should connect with its alumni to elicit their donation and/or participation in fundraising activities, as well as attract other prospective donors. Finally, the institution should develop productive relationships with established businesses in the community and beyond, which may lead to a steady stream of financial resources (Daigle, 2004).

Third, to involve colleagues in implementing and monitoring management practices to make quality improvements, JU needs to be active in planning and assessing strategic initiatives in all aspects of its institution. According to Benjamin and Carroll (1998), universities will most likely be able to obtain the commitment and collaboration of employees in these initiatives by instituting flatter and decentralized governance structures that can break down barriers between individual departments. These barriers are instrumental in creating vested interests and divisions within JU, which will in turn create a conflict over the distribution of power and authority, as noted in Bolman and Deal's (2003) political frame. In order to overcome the fights and conflicts that can occur over the allocation of scarce resources and other issues, JU's leaders must be able to utilize the institution's vision and mission as a unifier. Essentially, the symbolic aspect of the institution?its uniqueness in providing a distinctive and individualized education for its students?offers a shared vision that can bring all the stakeholders together.

 

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