Adapting formal planning approaches: The pennsylvania state university

Dooris, Michael J.; Lozier, G. Gregory

doi:10.1002/ir.37019906703

Cited by 3 publications

(3 citation statements)

References 6 publications

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“…Many researchers warn that it is especially difficult to develop and obtain consensus on institutional mission statements during times of scarcity (Dooris and Lozier, 1990;Zammuto, 1986). The true nature of the college or university as a competing collection of special interests becomes most evident at such times (Sibley, 1986).…”

Section: Understanding the Contextmentioning

confidence: 99%

Facilitating decisions under scarcity

Bloomfield

1993

New Drctns for Instit Rsrch

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Section: Understanding the Contextmentioning

confidence: 99%

Facilitating decisions under scarcity

Bloomfield

1993

New Drctns for Instit Rsrch

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“…It is a conscious effort to assess internal conditions, then establish priorities and behave accordingly. 2 This same effort can be adapted to the individual or family. By applying strategic planning to the totality of our lives, it becomes the tool by which we can exercise some control over how we deal with the circumstances in which we find ourselves.…”

Section: The Planmentioning

confidence: 99%

“…The distinction of strategic planning over traditional planning is the intention of continually adjusting the plan to changing conditions, while facilitating desired change. 2…”

Section: Review and Revision Of Your Planmentioning

confidence: 99%

Planning Beyond Promotion

Denton,

Corum

1998 Annual Conference Proceedings

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Obtaining tenure and receiving one level of promotion often seem to be the overriding concern for new and/or untenured faculty. Administrators and tenured faculty generally encourage this viewpoint, based on the knowledge that, at many campuses, tenure is a requirement for continued employment. While continued employment is certainly desired by most faculty, satisfaction with professional and personal accomplishments and the opportunity to pursue one's interests within the constraints of university, family, society, and available time are much more significant. In order to achieve tenure and promotion, maintain an acceptable level of professional and personal satisfaction, and allow time to pursue some of the activities enjoyed outside of the workplace, each faculty member should develop a comprehensive strategic plan. Based on the escalating workload which is imposed on faculty (either by external or internal sources), the plan must encompass all aspects of life. The level, quantity, and quality of work produced by any one faculty member can be limited by many factors outside of the university, and a realistic strategic plan will reflect these considerations (i.e., aging parents, young children, involvement in religious or charitable organizations, funding agencies, consulting work, etc.), since these same factors may offer the faculty member immeasurable personal satisfaction. This paper discusses establishing an appropriate plan to meet those obligations needed to achieve tenure and promotion; facilitate pursuit of personal and professional interests which fall outside the reward system at a given university; and prepare for academic success following the first promotion. Adaptation of the plan to accommodate changing university and personal goals is considered.

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Resource Allocation in Public Research Universities

Santos¹

2007

rhe

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Adapting formal planning approaches: The pennsylvania state university

Cited by 3 publications

References 6 publications

Facilitating decisions under scarcity

Facilitating decisions under scarcity

Planning Beyond Promotion

Resource Allocation in Public Research Universities

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