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University Management Improvements

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The focus of this paper is to provide and discuss a series of recommendations for management improvements in Jacksonville University (JU). For the initial background discussion, JU's basic management functions and the primary management practices--planning, staffing, organizing, directing and controlling—will be examined. Each of these aspects will be discussed individually within the four frames that are highlighted in Bolman and Deal's (2003) work—structural, human resource, political and symbolic. Essentially, these four frames will be used as the context for the analysis of JU's management functions and practices in this paper. Based on the discussion, recommendations on how JU can improve their management functions and practices will then be provided.

One of the key components of Bolman and Deal's (2003) structural frame revolves around the organizational structure of the institution, which determines how roles, function and responsibilities are organized. At JU, a vertical chain of command is used to manage every aspect of the operation. The President, as the head of the institution, works with an executive team of directors of key departments to formulate recommendations for specific policies and programs. Nonetheless, the President retains the ultimate authority to determine which policies and programs should be transmitted to the Board of Trustees. Once they are approved, decisions are communicated throughout the organization in a hierarchical chain of

. . .
faculty at JU, it is important to take Bolman and Deal's (2003) symbolic frame into consideration. As explained by Bolman and Deal (2003), "symbols embody and express an organization's culture… that defines for members who they are and how they are to do things" (p. 242). Over the years, confronted with the external pressure to compete successfully in a highly competitive education industry, JU's administrative leaders have instituted various changes such as expanding its curricular offerings; investing in the development of computer networks on campus; and renovating its physical facilities (Filaroski, 2003, 2004). However, in this pursuit of renovation and expansion, JU has moved away from its liberal arts origins and lost its identity. By adapting its objectives and modifying its curricular offerings to meet the demands of contemporary society, it has lost touch with its essence as a liberal arts institution (Filaroski, 2004). In other words, these administrative leaders have failed to acknowledge the importance of the symbolic dimensions of their function. On the other hand, the faculty has consistently maintained a strong sense of the symbolic aspects of the institution, which is encapsulated in JU's (n. d.) mission
. . .

Some common words found in the essay are:
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Approximate Word count = 2605
Approximate Pages = 10 (250 words per page)

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