The perception of change in university departments
- 32 Downloads
The purpose of this study is to identify perceptual differences between hierarchical levels in organizations in general and in university departments in particular, and to analyze their consequences on the relationships between the need for change, the implementation of change, and the assessment of the success of change.
Three different models are developed and tested. The first model examines the amount of change in the various aspects of change at different types of departments. The second model examines the factor structure of the various actors in the system. The third model tests separately for each perceiver the magnitude of relationship between the different aspects of change and the success of change.
The implications of the models and their empirical tests to future studies of organizational change are discussed and elaborated.
Key wordsorganizational change university department perception
Unable to display preview. Download preview PDF.
- Bennis, W. G., Theory and method in applying behavioral science to planned organizational change.The Journal of Applied Behavioral Science 1965,1 337–359.Google Scholar
- Cartter, A. M.,An assessment of quality in graduate education. Washington, D.C.: American Council on Education, 1966.Google Scholar
- Downs, A.Inside bureaucracy. Boston: Little Brown, 1967.Google Scholar
- Elizur, D., and Guttman, L., The structure of attitudes toward work and technological change within an organization.”Administrative Science Quarterly 1976,21 611–622.Google Scholar
- Hage, J., and Aiken, M.Social change in complex organization. New York: Random House, 1970.Google Scholar
- Levy, S., and Guttman, L., Structure and dynamics of worries.Sociometry 1975,38 423–445.Google Scholar
- Lodahl, J. B.,Power dependencies and the structure of university departments. Unpublished Ph.D. Dissertation, Cornell University, 1973.Google Scholar
- Lodahl, J. B., and Gordon, G. The structure of scientific fields and the functioning of university graduate departments.American Sociological Review 1972,37 57–72.Google Scholar
- Lodahl, J. B. and Gordon, G. Differences between physical and social sciences in university graduate departments.Research in Higher Education 1973,1 191–213.Google Scholar
- March, J. G., and Simon, H. A.,Organization. New York: Wiley, 1958.Google Scholar
- Neumann, Y. Predicting faculty success in university graduate departments.Research in Higher Education 1977,6 275–287. (a)Google Scholar
- Neumann, Y. Standards of research publication: differences between the physical sciences and the social sciences.Research in Higher Education 1977,7 355–367.Google Scholar
- Pfeffer, J., Salancik, G. R. and Leblebici, H. The effect of uncertainty on the use of social influence in organizational decision making.Administrative Science Quarterly 1976,21 227–245.Google Scholar
- Pfeffer, J., Leony A., and Strehl, L. Paradigm Development and Particularism.Social Forces 1977,55 934–951.Google Scholar
- Wieland, G. F. and Ullrich, R. A.Organizations: Behavior, Design, and Change. Homewood, Ill.: R. D. Irwin, 1976.Google Scholar