TABLE 3
FROM:
New Reforms in the Management of the University: Transition from Centralized to Decentralized (University-Based Management) in Iran
Y Mehralizadeh
BACK TO ARTICLETable 3. Principles for usefulness of UBM
| Management and staff commitment | University organization system of work | University Strategic Planning and Human Resource Management |
|---|---|---|
| Increase management commitment, and change organizational culture | Access to sufficient resources | Be aware that various levels or aspects of the organization will need different change models to combine traditional planned tools such as establishing vision, planning, or strategy with social-cognition, cultural, and political strategies designing an online management information system |
| Academic relation based on high trust, high discretion, and collective participation | Set up an appropriate reward system | Paying adequate attention to internal and external university customers |
| Use of a localized system of management instead of a prepackaged management system which work suitably in other universities | Proper planning | |
| Realize that change in higher education is often political | Be open to a disorderly process | High skills and greater demand for 'knowledgeable' staff |
| Multiple power and authority structures, and organized anarchical decision-making | Continuous training and education, and builing up a learning organization that provides continuous improvement and multi-skills | |
| Focus on adaptability and build up a compatible organizational structure looking at integrating of individuals and departments | ||
| Proportional span of control by team leader | ||
| Continuous quality control | ||
| High career path and promotion | ||
| Flexible specialization | ||
| Teamwork and participation with high autonomy | ||
| High job rotation |