Decision type, structure, and process evaluation: A contingency model

Abstract

Governance proposals for higher education in the United States are often promulgated on the basis of some utopian goal or on the assumption that a given proposal is the panacea for multifaceted problems or that it is equally applicable to diverse institutional settings. This paper, rather than promulgating a single proposal, takes a more analytic approach and develops a contingency model for identifying appropriat e decision-making structures. First, emergent conditions in American higher education's external environment, in the internal social environment of its colleges and universities, and in the development of higher education management systems are analyzed to establish some long-range criteria for evaluating decision-making effectiveness. Second, a typology of institutional decisions categorized as policy, managerial, and operating decisions is presented. An analysis of the nature and content of each major type of decision suggests divergent patterns of formal and informal decision-making structures and patterns, and differing content and functions for the supporting management information technology which might be appropriate to each of the decision types or categories. Finally, the analysis relates the contingency notions of decision structure and type to the criteria for evaluating the decision-making process and suggests how they are compatible or might be modified to be more compatible. The model is a general conceptual one which the author suggests can be used on either an institution-wide basis or with particular subunits of a college or university.

Making sense of change in higher education research: exploring the intersection of science and policy

“…Making no explicit appeal to theory, Dobbs linked a change in the policy environment to changes within HEIs. In another article, Peterson (1972) devised a framework for university decision-making that called for the interaction of local organizational structure with environmental demands. Peterson drew on contingency theory emerging from management studies at the time and Herbert Simon's theory of administrative behavior.…”