JISC infoNet - Types of organisation

Consider which of these models best fits your institution.

Characterised by strong central management and top-down decision making.
The hierarchy of control and decisionmaking is clearly established in the administrative and management structures of the institutions.
Management roles are clearly defined as career progressions, heads of department, deans etc are appointed through an interview process to tenured positions.
Central management have strong control over the direction of the strategic priorities for the institution.
Commonly found in FE colleges and new universities.

There is a dual structure of administrative and academic management which results in parallel committee structures which can act as a black hole for decision making.
Unclear reporting lines and poor coordination, strong local cultures, agendas and identifies.
Academic status is perceived as higher than support or administrative functions.
There are strong subject-specific allegiances with academics often feeling a stronger alliance to their subject area and external networks than the institutional mission.
Decision making occurs through committees, which can be slow and lack cohesion.
Activities tend to be driven from the ground, primarily linked to local interests.
Classic structure of old universities particularly those with more of a research focus.

Institutions with flexible structures geared to respond and adapt quickly to external factors and influences.
Strong culture of change and innovation with frequent changes in directions of activities and focused of interest.
Often characterised by a matrix structure of responsibilities by both subject area and functional activity (where the latter will often be structured around the identified strategic priorities.
Typically activities focused around particular projects and associated project teams.
Characteristic of some new universities and colleges but also present within the old universities within the sub-structure of the institution through enterprise centres and research centres which are externally funded.

More closely aligned to traditional businesses and industry approaches.
Acutely aware of financial mechanism and processes and alert to external opportunities.
Traditional management roles and structures with clear demarcation of responsibilities and hierarchical decision making processes.
Clear business objectives and plans based on detailed market analysis and needs.
More common in America, particularly in some of the newer institutions which are focused on distance education.