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The new science and organizational change
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1139.pdf
Description
Identifier
Thesis
1739
Author
Rennie, Matthew L.
Title
The
new
science
and
organizational
change
Publisher
Central Connecticut State University
Date
2003
Resource Type
Master's Thesis
Notes
In the
opinion
of
many
observers
,
higher
educational
institutions
currently
suffer
from a "
parallel
silo
"
syndrome
, in
which
academic
affairs
and
student
affairs
co-exist
, but
tend
not to
interact
. This
situation
can
be
problematic
for
colleges
and
universities
.
Lack
of
consistent
communications
between
academic
and
student
affairs
can
lead
to
institutional
redundancies
,
inefficiencies
,
inhibited
growth
, and
reduced
competitiveness
. For
organizations
to
thrive
, they should be
integrated
and have at
least
a
general
sense
of
unity
,
purpose
, and
vision
. "
It
can
truly
be
said
that
nothing
happens
until
there
is
vision
"
(Senge
,
1990
,
p
.
149)
. If
universities
have
no
vision
or
purpose
,
it
can
be
very
difficult
for them to
progress
due
to
lack
of
direction
. If
institutions
were
somewhat
more
integrated
, then
progress
and
change
could
be
easier
. The
new
science
provides
an
explanation
of
change
. In
documenting
the
mechanisms
for how
change
occurs
, and how to
implement
it
,
it
is
proposed
that
holistic
change
is
necessary
and
desirable
for
higher
education
.
Subject
Student activities
Student affairs services
Department
Department of Counseling and Family Therapy
Advisor
Fried, Jane
Type
Text
Digital Format
application/pdf
Language
eng
OCLC number
713733990
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