Some theoretical implications of power, resource allocation, and theories of action on higher education

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Edwin Dewey Bell (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site:
Joseph E. Bryson

Abstract: Many of the models and procedures for planning, management, and resource allocation are based on the assumptions of rational decision making. However, the administrative reality of most institutions is not completely rational. Administrative reality is a mix of rationality, bureaucracy, and politics. Administrators develop theories of action to explain and govern their behavior in their organizations. This study presents a theoretical definition of power: the ability to shape or stymie the behavior and/or beliefs of others. It argues that power is defined in terms of its sources, bases, and instruments. Several studies of the relationship between power and resource allocation at large research universities are analyzed. In each analysis there is a significant relationship between power and resource allocation.

Additional Information

Language: English
Date: 1985
Universities and colleges $x Administration
Universities and colleges $x Curricula
Education, Higher $x Aims and objectives

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