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• W604448327 abstract "In order to maintain successful pursuit of the generally accepted organization mission, community colleges must have a capacity for productive change. A vital and truly successful community college must constantly adapt to local cultural, economic and vocational influences and needs in order to provide a balanced and credible educational program which is effective and efficient i.n Its application of resources. However, certain characteristics of educati.onal organizations, and predictable attitudes and behaviors of personnel within these institutions, combine to create a situation where resistance to change Is inherent in almost any post-secondary Institut ion--IncludIng community colleges. The influence of these change-resistant forces is an Important part of the organizational environment, and the capacity for productive change is closely tied to the nature of the organiza­ tional clImate. Administrative leadership holds a central role In the develop­ ment of an organizational climate which will engender and support efforts for productive change. The major points of interaction between faculty and administration are critical areas for administra­ tive leadership behavior toward a healthy climate for change. The •selection of areas for administrative action and the design of vl I vi i i strategies which promise positive results are primary challenges facing administrative leadership in community colleges. Through extensive research of the literature related to behavior in industrial organizations and the managerial role in effecting change, and through research of literature dealing with leader behavior, change efforts and organizational climate in educational organizations, certain key areas and critical factors are i dent i fied. The interactive areas of goal-setting and governance, resource allocation, personnel and organizational development and organizational maintenance are described as holding the greatest potential for influence by administrators upon organizational climate. In approach­ ing these areas, administrative leaders can work through the avenues of educational leadership, emphasis upon college mission and goals, establishment of clear direction for the college and its participative processes and support for positive change efforts. It is suggested that administrative leaders demonstrate com­ mitment to the organizational mission and goals; exhibit concern for maintaining organizational status and reputation while encouraging and supporting innovative efforts; exercise a realistic but active thrust for participative decision-making; exemplify the values of openness, trust, honesty and flexibility; and, promote clear and effective commun i cat ion. The strategies proposed in the study were tested through assessment by a panel of eight practitioners in higher education whose i x research and/or experience bear upon the issues under consideration. The panel responded positively to the proposed strategies and endorsed the importance of those areas of administrative/faculty interaction which are emphasized for strategic action. They also agreed that goal-setting and internal governance activities as well as efforts toward personnel and organizational development hold the highest potential for positive impact upon organizational climate. Some members of the panel voiced modest concern regarding the practicality of participative efforts in governance and resource allocation. Some of them also mildly questioned the value of evaluation as an indicator and stimulus for development." @default.
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• W604448327 title "ADMINISTRATIVE BEHAVIOR STRATEGIES TO ENGENDER A CLIMATE FOR EDUCATIONAL CHANGE IN COMMUNITY COLLEGES" @default.
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