skip to content
Integration of planning/decision-making processes within the community college : supporting and inhibiting forces Preview this item
ClosePreview this item
Checking...

Integration of planning/decision-making processes within the community college : supporting and inhibiting forces

Author: Patricia Spencer
Publisher: 1995.
Dissertation: Thesis (Ph. D.)--University of California, Riverside, 1995.
Edition/Format:   Thesis/dissertation : Document : Thesis/dissertation : Manuscript : eBook   Archival Material   Computer File : EnglishView all editions and formats
Database:WorldCat
Summary:
Current literature notes that appropriate integration of strategic planning, budget planning, and program evaluation/review provides more efficient and effective attainment of institutional goals and objectives. However, that same body of literature indicates that current college and university practice is based on linear models of planning/decision-making and significant levels of integration of these processes are
Rating:

(not yet rated) 0 with reviews - Be the first.

Subjects
More like this

 

Find a copy online

Links to this item

Find a copy in the library

&AllPage.SpinnerRetrieving; Finding libraries that hold this item...

Details

Genre/Form: Dissertations, Academic
Additional Physical Format: Spencer, Patricia.
Integration of planning/decision-making processes within the community college : supporting and inhibiting forces.
1995
(OCoLC)34343115
Material Type: Document, Thesis/dissertation, Manuscript, Internet resource
Document Type: Internet Resource, Computer File, Archival Material
All Authors / Contributors: Patricia Spencer
OCLC Number: 741768818
Notes: Includes abstract.
Reproduction Notes: Electronic reproduction. [Ann Arbor, Mich.] : ProQuest, 2011. Mode of access: World Wide Web. Access restricted to subscribing institutions.
Description: xvii, 301 leaves : ill. ; 28 cm.
Responsibility: by Patricia A. Spencer.

Abstract:

Current literature notes that appropriate integration of strategic planning, budget planning, and program evaluation/review provides more efficient and effective attainment of institutional goals and objectives. However, that same body of literature indicates that current college and university practice is based on linear models of planning/decision-making and significant levels of integration of these processes are relatively rare.

This study of a community college describes, compares, and contrasts how the three planning/decision-making processes should work as depicted in the "ideal type" derived from the research literature with how they work as determined by the data. Using a conventional field study methodology, data gathered over a ten month period include extensive document analysis, systematic observations, and interviews of policy-makers, planners, and decision-makers whose responsibilities reach from the top of the system to the community college faculty. The research objectives are to: (1) determine the extent to which integration among the planning/decision-making processes occurs in community college practice, and (2) identify the forces that affect the level to which a college is able to integrate these processes.

Given the turbulent environment in which today's community colleges exist, models of linear planning are insufficient. Reconceptualization requires that one "break out" of the linear paradigm and consider a model depicting a formalized, integrated structure. As this study points out, achieving integration is complicated by many forces. Within the external environment these forces include: (1) an absence of role models, (2) a fixation on facilities planning, (3) a tendency of external agencies to contradict each other, (4) a lack of power to mandate integrated practice, (5) local level autonomy, (6) a lack of accountability measures, and (7) unstable and uncertain funding. Within the internal environment these forces include: (1) multiple and rigid formal organizational structures, (2) an absence of synchronized planning cycles, (3) the lack of participant expertise or training, (4) distracting sociopolitical interactions, (5) detracting informal communication patterns, (6) turf protection practices, (7) heavy workloads, and (8) an inappropriate balance of power.

Based on understanding the forces affecting the levels of integration attained by community colleges, the study concludes with propositions and recommendations designed to more effectively guide future practice.

Reviews

User-contributed reviews
Retrieving GoodReads reviews...
Retrieving DOGObooks reviews...

Tags

Be the first.
Confirm this request

You may have already requested this item. Please select Ok if you would like to proceed with this request anyway.

Linked Data


<http://www.worldcat.org/oclc/741768818>
library:oclcnum"741768818"
owl:sameAs<info:oclcnum/741768818>
rdf:typej.1:Web_document
rdf:typeschema:Book
rdf:typej.1:Thesis
schema:about
schema:about
schema:about
schema:about
<http://viaf.org/viaf/149236556>
rdf:typeschema:Organization
schema:name"University of California, Riverside. School of Education"
schema:about
schema:about
schema:about
schema:about
schema:creator
schema:datePublished"1995"
schema:description"Based on understanding the forces affecting the levels of integration attained by community colleges, the study concludes with propositions and recommendations designed to more effectively guide future practice."
schema:description"Current literature notes that appropriate integration of strategic planning, budget planning, and program evaluation/review provides more efficient and effective attainment of institutional goals and objectives. However, that same body of literature indicates that current college and university practice is based on linear models of planning/decision-making and significant levels of integration of these processes are relatively rare."
schema:description"Given the turbulent environment in which today's community colleges exist, models of linear planning are insufficient. Reconceptualization requires that one "break out" of the linear paradigm and consider a model depicting a formalized, integrated structure. As this study points out, achieving integration is complicated by many forces. Within the external environment these forces include: (1) an absence of role models, (2) a fixation on facilities planning, (3) a tendency of external agencies to contradict each other, (4) a lack of power to mandate integrated practice, (5) local level autonomy, (6) a lack of accountability measures, and (7) unstable and uncertain funding. Within the internal environment these forces include: (1) multiple and rigid formal organizational structures, (2) an absence of synchronized planning cycles, (3) the lack of participant expertise or training, (4) distracting sociopolitical interactions, (5) detracting informal communication patterns, (6) turf protection practices, (7) heavy workloads, and (8) an inappropriate balance of power."
schema:description"This study of a community college describes, compares, and contrasts how the three planning/decision-making processes should work as depicted in the "ideal type" derived from the research literature with how they work as determined by the data. Using a conventional field study methodology, data gathered over a ten month period include extensive document analysis, systematic observations, and interviews of policy-makers, planners, and decision-makers whose responsibilities reach from the top of the system to the community college faculty. The research objectives are to: (1) determine the extent to which integration among the planning/decision-making processes occurs in community college practice, and (2) identify the forces that affect the level to which a college is able to integrate these processes."
schema:exampleOfWork<http://worldcat.org/entity/work/id/40128528>
schema:genre"Dissertations, Academic"
schema:inLanguage"en"
schema:name"Integration of planning/decision-making processes within the community college supporting and inhibiting forces"
schema:url<http://proquest.umi.com/pqdweb?did=741058131&sid=18&Fmt=2&clientId=48051&RQT=309&VName=PQD>
schema:url

Content-negotiable representations

Close Window

Please sign in to WorldCat 

Don't have an account? You can easily create a free account.