文章基本信息

标题：Success Community College: An Examination of Organizational Change
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作者：John S. Levin
期刊名称：Canadian Journal of Higher Education
印刷版ISSN：0316-1218
出版年度：1995
卷号：25
期号：1
页码：19-39
出版社：Canadian Journal of Higher Education
摘要：An examination of organizational change was carried out at a community col- lege where there was evidence of events which might precipitate change, including events such as leadership succession, new management and gover- nance structures, and proposed cultural shifts. The college during a prolonged period experienced considerable growth in personnel, in facilities, and in stu- dents. The beginning of this period coincided with presidential succession, and the period itself was accompanied by a sizable turnover of administrative personnel (approximately 60%, or 10 of 16, of educational administrators). These factors provide the conditions for organizational change, certainly to the extent that
其他摘要：An examination of organizational change was carried out at a community col- lege where there was evidence of events which might precipitate change, including events such as leadership succession, new management and gover- nance structures, and proposed cultural shifts. The college during a prolonged period experienced considerable growth in personnel, in facilities, and in stu- dents. The beginning of this period coincided with presidential succession, and the period itself was accompanied by a sizable turnover of administrative personnel (approximately 60%, or 10 of 16, of educational administrators). These factors provide the conditions for organizational change, certainly to the extent that "change refers to alterations in the allocation of resources, distribution of power, and the internal structure of the organization" (Hasenfeld 1983, p. 219). While change can lead to organizational success, on another level these changes can result in the victimization of organizational members. This case indicates that not all organizational change has a happy ending, and that those who promote and facilitate the change process for community colleges should considerali potential outcomes of change, including the victimization of organi- zational participants.