circa 3,000 words. Past or present perfect tense. ## Sections ### 2.1 [[Lit Review Introduction]] – 300 words ### 2.2 Lit Review topic 1: [[University Organisation Design]] Universities and NPM, managerialism, hierarchical (bureaucratic) responses ### 2.3 Lit Review Topic 2: [[2.2 Students' unions and their partnership with universities]] SUs affected by neoliberalism. Acting more closely together in partnership. ### 2.4 Lit Review Topic 3- [[2.3 Criticisms of bureaucratic organisation design]] ### 2.5 Topic 4 - 700 words - Leadership and collegiality? ### 2.6 Conclusion – 100-200 words ## Questions that a literature review answers: - **What are the key theories and concepts?** - [[New Public Management]] - [[Managerialism]] - [[Neoliberalism]] - [[Bureaucracy]] - [[Organisation Design]] **- What are the key sources?** - Humanocracy - Max Weber - **- What are the major issues and debates?** - Why isn't complex organisation design more readily adopted? - [[Bureaucracy#Criticisms]] - Impact of neoliberalism on managerialism, higher education, leadership etc. **- What are the origins and definitions?** - Max Weber. followed up on by [[Source - The Concept of Bureaucracy, an Empirical Assessment|Hall (1963)]]. - **- What are the main questions and problems that have been addressed to date?** - Impact of NPM on universities - changing power structures within universities, - **What are the key variables?** - Levels of hierarchy - division of labour - system of rules - impersonality of interpersonal relations. Including leadership approaches? - technical competence. **- What are the gaps in the current state of knowledge?** - How would these modern organisation designs be applied to Universities? - What is the performance of Universities who take different approaches? - How has massification impacted on bureaucracy in HE - How does the informal organisation respond to the bureaucracy (bureaucracies) in Higher Education. ## Things I've read ### Bureaucracy/ organisation design 1. ✅ [[Source - Humanocracy|Humanocracy]]. See [[Bureaucracy]]. ==There is an argument that the traditional hierarchy of a company is a command-economy, with top-down decision making centralised at the top. == 3. ✅ [[The Fluency of Social Hierarchy- The Ease With Which Hierarchical Relationships Are Seen, Remembered, Learned, and Liked]]. People seem to prefer hierarchies over equality-based structures, despite a stated preference for the opposite. 4. ✅ [[The Structuring of Organisations]], including [[Professional Bureaucracy]] and [[Adhocracy]]. 5. [[Source - Do Broad‐based Employee Ownership, Profit Sharing and Stock Options Help the Best Firms Do Even Better]]. Yes, they do. Needs to be combined with positive workplace culture. 6. ✅ [[Source - Generating Knowledge in a Connected World]]. I-Space and how bureaucracies can change given new IT support and a 'boundary object'. Enables the cultures and organisation/ communication approaches of existing teams. 8. ✅ [['New' forms of organising organisations|Punanam, P., Alexy, O. & Reitzig, M. (2014)]]. A paradigm for defining new organisational forms. 9. ✅ [[Source - Human Resources From an Organizational Behavior Perspective - Pfeffer.|Pfeffer, J. (2007)]]. People unhappy. Bureaucracy persists due to high commitment work practices not being easy to measure. ==Unionisation good for organisational performance. == 10. ✅[[Source - The Concept of Bureaucracy, an Empirical Assessment]]. Bureaucracy is a sliding scale, not binary like Weber believed. Early version of the BMI approach. Type of activity relates to level of bureaucracy. 11. [[Definition of Bureaucracy]]. Basic background to the origins of bureaucracy. 14. ✅ [[Source - Considering Organisation Structure and Design From a Complexity Paradigm Perspective (Fractal Web) by McMillan]] 15. ✅ [[Source - Haier - Ecosystem Leadership article]] And leadership/ collegiality 12. Thoughts on [[From Good to Great in the Social Sectors- applied to Salford SU#2 Level 5 leadership|Level 5 Leadership]] applies here. Have to have both executive and legislative skill. 13. [[Source - The Thin Line Between Empowering and Laissez-Faire Leadership]] - empowering leadership doesn't always work, it requires attentiveness. 14. ✅ [[Source - Bureaucracy and Culture Toward Two-Factor Theory of Organizational Control article]] ### Higher Education 1. ✅ [[Losing autonomy? Restructuring higher education institutions governance and relations between teaching and non-teaching staff]]. power is being reconfigured and has shifted to be more hierarchical. Not about shifts in power between academics and administrators. NPM challenges professional bureaucracies and collegial structures. *Historical university staff (ie from older universities) feel the distance travelled more than others.* 2. ✅ [[On the Way towards New Public Management? The Governance of University Systems in England, the Netherlands, Austria, and Germany]]. NPM drives the forces that affect University governance. (SUs can't get influence because they don't talk in these terms.). Governance 'equaliser' that discusses the fores that affect universities. In England, all aspects of governance has become more like the NPM standard, apart from state regulation, that has increased. 3. ✅ [[Understanding change in higher education- an archetypal approach]]. More hierarchical. Move away from Humboltian HE. Universities more unitary. there is an efficient-collegiate hybrid archetype in place. There is still a role for collegiality and democracy etc. Links to [[Source - Neo-collegiality restoring academic engagement in the managerial university|(Bacon, 2014)]], but bacon wants to go far further. 4. ✅ [[On striking the right notes- shifts in governance and the organisational transformation of universities.]]. Unis are multi-vocal. Unis have become more unitary. Identity, hierarchy and rationality all help to reconstruct organisations. However no radical shift in archetypes was found. More important than hierarchy were lateral relationships and network relationships. 5. [[Source - Management and Leadership in UK Universities exploring the possibilities of change]]. Managerialism has increased. Intrinsic motivation theory affected by managerialism- staff want the opposite. ==Groupthink helps to drive unis towards these ideas. Adhocracy and emergent strategy preferable. Academic middle managers not prepared for role. Managerialism difficult to apply to HE because lack of quantification. Intellectual, consumerist and managerial models of HE is being contested at present.== 6. ✅ [[Managerialism- an ideal type]]. NPM has managerialism and neoliberalism as its two pillars. Applies the ideal type of managerialism to UK HE and finds that it is applied, apart from that some disagree it is generic and universally applicable. Suggests a hybrid model might still be present. 7. ✅ [[Distributed Leadership in Higher Education]] . Distributed leadership undermines the 'hierarchy equals bureaucracy' argument to an extent, because it hierarchy is often used synonymously with stratified decision-making rights and formalised unit boundaries. 8. ✅ [[Source - Supporting Academic Middle Managers in Higher Education- do we care?]]. NPM exists in traditional and modern universities. Academic values are often opposed to NPM. Managers are conflicted. 9. ✅[[Source - Redefinition of the relationships between academics and their university - Musselin]]. Useful general stuff about NPM and the state of academic decision making. HR departments enabling these changes. Some correlation of [[The Structuring of Organisations|Mintzberg, H. (1979)]]'s views of HE being hybrid. 10. ✅ [[Source - Neo-collegiality restoring academic engagement in the managerial university]]. You can mix collegiality and managerialism / NPM effectively. This is where the academic literature is taking us, eg Hamel. #### SUs 1. ✅ [[University students’ unions changing functions, a UK and comparative perspective]]. SUs have changed approached since millennium. Two models applied- neoliberal and therapeutic. SUs have responded to market based pressures. 2. ✅ [[The History of Students' Unions and NUS]]. What the broad value of SUs is- enhanced dynamic capabilities, community builders, ways to achieve outcomes. Lots of recurring themes through the ages- purpose of HE, relationship between SUs and Universities, ways to achieve change, role of neoliberalism in achieving change. 3. ✅ [[Source - The Changing Role of Students’ Unions within Contemporary Higher Education]]. Neoliberalism has pushed SUs to behave more like Unis. Dissuades students from activism. Changing role of officers and SU staff. ==SU officers are seen as junior partners. SUs and University senior staff are subject to similar market based pressures. Interestingly research suggests that academic middle managers are the ones who often stop the implementation of activities. == 4. [[The Relationship Between Universities and Students’ Unions - AHUA]]. SU CEO role poorly defined. 5. ✅ [[On the Way towards New Public Management? The Governance of University Systems in England, the Netherlands, Austria, and Germany]]. NPM drives the forces that affect University governance. ==*(SUs can't get influence because they don't talk in NPM terms.)*==