References
- Evans , T. and Nation , D. 1992 . ‘Theorising open and distance education’ . Open Learning , 7 ( 2 ) : 3 – 13 . though their main focus is educational rather than organisational theory
- Spender , J‐C. 1989 . Industry Recipes , Oxford : Blackwell . introduces the concept of the recipe. It is essentially an organisational paradigm which is an implicit norm for the industry, in this case higher education, rather than for the individual institution.
- Giddens , A. 1982 . Profiles and Critiques in Social Theory , London : Macmillan .
- Johnson , G. 1987 . Strategic Change and the Management Process , Oxford : Blackwell .
- Lee , H. 1960 . To Kill a Mockingbird , London : William Heinneman .
- Nadler , D.A. and Tushman , M. L. 1990 . ‘Beyond the charismatic leader: leadership and organizational change’ . California Management Review , Winter : 77 – 97 . give an interesting analysis of the importance of mundane characteristics in defining organisational cultures
- Mintzberg , H. and Quinn , J. B. 1991 . The Strategy Process: concepts, contexts, cases , 2nd edition , Englewood Cliffs : Prentice‐Hall International .
- Ouchi , W. G. 1980 . ‘Markets, bureaucracies and clans’ . Administrative Science Quarterly , 25 : 129 – 141 . Wilkins, A. L., Ouchi, W. G. (1983) ‘Efficient Cultures: Exploring the Relationship between Culture and Organizational Performance’Administrative Science Quarterly Vol.28, 468‐481
- Bennis , W. 1989 . Why Leaders Can't Lead: The Unconscious Conspiracy Continues , Jossey‐Bass . San Francisco or for an interesting account of the decision theory which helps to explain such phenomena see Cohen, M. D., March, J. G., Olsen J. P. 1972 ‘A Garbage Can model of Organizational Choice’ Administrative Science Quarterly Vol.17, 1‐25
- Mintzberg , H. and Quinn , J. B. op cit
- Janis , I. L. 1985 . “ ‘Sources of error in strategic decision making’ ” . In 1985, Organizational Strategy and Change , Edited by: Pennings , J. H. Jossey‐Bass . Groupthink is the tendency for a group to look inward, particularly when under pressure, and to view the world only through its own perspective
- Provision for a Regional Board, the equivalent of a Faculty Board, exists within the Government Structure but has been in abeyance for many years. For some regional staff this is seen as symbolic of the indifference of senior managers towards the views of regional staff
- Dutton , J. E. 1988 . “ ‘Understanding strategic agenda building and its implications for managing change’ ” . In Managing ambiguity and change , Edited by: Pondy , L. R. , Boland , R. J. Jr and Thomas , H. John Wiley and Sons .
- Ouchi (1980) op cit
- Pettigrew , A. 1985 . The Awakening Giant , Oxford : Blackwell . Context is a crucial element in understanding organisational behaviour. See, for example Child's influential work, Child, J. (1972) ‘Organizational Structure, Environment and Performance: the Role of Strategic Choice’Sociology Vol.6, pp. 1‐22
- Spender (1989) op cit
- Weick , K. E. 1976 . ‘Educational Organizations as Loosely Coupled Systems’ . Administrative Science Quarterly , 21 : 1 – 19 .
- Hardy , C. , Langley , A. , Mitzberg , H. and Rose , J. 1984 . “ ‘Strategy Formation in the University Setting’ ” . In College and University Organization: Insights bom the Behavioral Sciences , Edited by: Bess , J. L. 169 – 210 . New York : New York University Press .
- Pondy , L. R. and Huff , AS . 1988 . “ ‘Budget cutting in Riverside: emergent policy refraining as a process of analytic discovery and conflict minimisation’ ” . In 1988, Managing ambiguity and change Edited by: Pondy , L. R. Wiley Johnson (1987) op cit., Huff, AS.(1988) ‘Politics and argument as a means of coping with ambiguity and change’ in Pondy, L. R. et al (eds) (1988) Managing ambiguity and change Wiley or