TITLE

Tightening up Loose Coupling in Organizations of Higher Education

AUTHOR(S)
Lutz, Frank W.
PUB. DATE
December 1982
SOURCE
Administrative Science Quarterly;Dec82, Vol. 27 Issue 4, p653
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Organizational researchers and practicing administrators in institutions of higher education during the last several years have accepted loose-coupling and garbage can models as accurate descriptions of universities and colleges. In this article, I examine the basic assumptions of these models and point to some of the practical outcomes of administrating universities according to these models and to some of the pitfalls of using the models as research paradigms. Further, I propose a model from political anthropology that accounts equally well for some of the same data. Finally, I suggest that the application of other organizational and administrative models would be more productive in both administering universities and in researching their organizational processes.
ACCESSION #
3980619

 

Related Articles

  • A General contingency Theory of Management. Luthans, Fred; Stewart, Todd I. // Academy of Management Review;Apr1977, Vol. 2 Issue 2, p181 

    Recent formal recognition of situational influences on the management of complex organizations has led to an increasing number of contingency models, but a comprehensive and integrative theoretical framework for contingency management has been lacking. A General Contingency Theory (GCT) of...

  • A Garbage Can Model of Organizational Choice. Cohen, Michael D.; March, James G.; Olsen, Johan P. // Administrative Science Quarterly;Mar1972, Vol. 17 Issue 1, p1 

    Organized anarchies are organizations characterized by problematic preferences, unclear technology, and fluid participation. Recent studies of universities, a familiar form of organized anarchy, suggest that such organizations can be viewed for some purposes as collections of choices looking for...

  • Beyond Garbage Cans: An Al Model of Organizational Choice. Masuch, Michael; LaPotin, Perry // Administrative Science Quarterly;Mar1989, Vol. 34 Issue 1, p38 

    This study builds on the simulation methodology on which the metaphor of garbage can decision making was originally based, presenting a new model of organizational decision making that complements the original garbage can model by combining ambiguous choice with decision making under conditions...

  • Development of the OCIR Model of the Intervention Process. Pate, Larry E. // Academy of Management Review;Apr1979, Vol. 4 Issue 2, p281 

    This article reviews recent efforts to develop a new model of the intervention process called the Organization--Change Agent--Interventions--Results (OCIR) model. He examines a traditional model for organizational change called the Truth--Love model and discusses how OCIR differentiates from...

  • ORGANIZATIONAL DESIGN AND ADAPTATION IN RESPONSE TO CRISES: THEORY AND PRACTICE. Lin, Zhiang ("John"); Carley, Kathleen M. // Academy of Management Proceedings & Membership Directory;2001, pB1 

    Organizations are occasionally faced with a major technologically based crisis that can be extremely costly. An example is Bhopal. In the aftermath of such a disaster organizations, both the one that suffered and others in the same or similar industries, often re-examine how they are structured....

  • INITIATING DIVERGENT ORGANIZATIONAL CHANGE: THE ENABLING ROLE OF ACTORS' SOCIAL POSITION. BATTILANA, JULIE // Academy of Management Annual Meeting Proceedings;2007, Vol. 2007 Issue 1, p1 

    The article discusses ways to initiate organizational change within a business. Because institutions are social structures that are characterized by a high degree of resilience, they are often difficult to change. This difficulty is compounded by the fact that actors in a position to create...

  • Technology, Organizations, and Contingency. Jelinek, Mariann // Academy of Management Review;Jan1977, Vol. 2 Issue 1, p17 

    Development of organization theory toward contingent models has been paralleled by increasing elaboration of the concepts of environment and technology. A multiple-environment, multiple-technology model of the firm is proposed. Intervening technologies and elaborated structure protect the core...

  • Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective on the Design of Organizations and Their Evolvability. Ethiraj, Sendil K.; Levinthal, Daniel // Administrative Science Quarterly;Sep2004, Vol. 49 Issue 3, p404 

    We employ a computational model of organizational adaptation to answer three research questions: (1) How does the architecture or structure of complexity affect the feasibility and usefulness of boundedly rational design efforts? (2) Do efforts to adapt organizational forms complicate or...

  • Toward an Appreciation of Collective Strategy. Astley, W. Graham // Academy of Management Review;Jul1984, Vol. 9 Issue 3, p526 

    The field of business policy has variously characterized the task of managing organization-environment relations as: (a) responding to exogenous environmental threats and opportunities, (b) negotiating resource interdependencies with outside stakeholders, and (c) strategically maneuvering...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics