LLEGE LIBRARY,

CHIVES

 

kev" £ av Many factors have contributed to the passing of
el as |
v

@ the okt order, but perhaps the most important have

« ov been the tremendous expansion of our colleges and

x <v universities during the past 25 to 30 years and the
oe” Managerial revolution which has accompanied it.

In all areas of American lite, the last three decades
have witnessed the triumph of organization and bu-
reaucracy, and our colleges and universities are no
exception. Nothing has affected the role and status
of the college professor more than the emergence,
within these vast organizations, of a new managerial

TEACHER ADVOCATE class that exists solely to keep the organizational ma-
Tear chine running.

= This new class has gradually arrogated to itself all
f 69@ overnanee the real decision-making power. Decision making in
' our colleges and universities has imperceptibly drifted
. out of the hands of. the faculty and into those of the

all managerial bureaucracy.
The traditional centers of faculty decision making

3 eens (i.c., the various departments and the Academic Coun-
! cil or Senate) have been bypassed while the important
decisions are made at the level of bureaucracy, which

traditional faculty agencies are incapable of reach-
ing effectively. The decisions leit to faculty agencies
are not, by and large, the ones that really matter.
Furthermore, whenever the faculty clashes with the
bureaucracy, the faculty is bound to lose, for it has
no effective means of enforcing its judgment. In
this way faculties have, during the past three decades,
gradually lost any significant voice in the academic

 

Gecisias Hb Precess.

Further, the new managerial class applies the prin-
ciples of industrial management to the operation of
our colleges and universities. This means that deci-
Sions allecting, the life of the university as an aca-
demic community are not based on edueational cri-
teria, but on management criteria (such as planned
program budgeting), because they are being made not
by educators, but by managers.

Finally, the managerial bureaucracy views faculty
as a group of employees like any other group of em-
plovees under the authority and direction of man-
agement. Faculties have been siow to recognize this
(or at any rate to admit it even 10 themselves), pre-
ferring instead the iNusion of the independent pro-
fessional entrepreneur. It is time to cast aside the
Wusion and to face the fect that it is not possible,
in the long run, to retain the status of Indlependent

 

  

    

 

     

FNer many years, the ecademic world has been the professional entrepreneurs within an institutional

i7 Vietiny ot an Wlision=-the Pesan er cat idViic ase Tramework that is organized and run according to the

when the teulty the upiversity thrash Prine ics of industrial management,

mn Academie Couiuecil ; and the departiental

structure, wath the dad Protossor nevotiauing Realistically we cannot expect a return to the

his GAN Salary privatein witty iis dk Payunenee era oof the decentralized, departmentalized

man or dean Rile the AACL looked beateniy ou as ts. How, then, can faculties hope to deal ef-

a hind ob icicle iene io susnihubcvGerae Gt lestisely with the power of this new managerial class

perved the Marquess of Qucensburw’s rates Cotherwixe Hi the

ARROW Cathe mall od I ne while a lew persons mag
Vital Ae ep Theva iW Nts ed benem 1 urea, overakl facalts

Bas dtatppeared | \. wonmtheent of Athinagis, hbbes he depresseel Dy the process. (Resceeh (ronn

BCoV tte Da el weoptare) Gantz he heen. he kaaver sew ol Wiscursia Gadicates that loculiv

 

December 1972 aa