Scheduling, Budget, & Related Issues

Bolender - February 28, 20081

Scheduling, Budget, & Related Issues

Dr. Ronald Bolender

February 28, 2008

Ohio University-Zanesville



In 1946, Ohio University-Zanesville began a tradition of providing the education of a major research university, while maintaining the while maintaining the individualized attention associated with a individualized attention associated with a small, liberal arts collegesmall, liberal arts college.. Students have access to over 50 full-time faculty who are highly qualified in their fields and have active research projects.

(“About the Zanesville Campus,” 2007, para. 1)



Ohio University-Zanesville serves commuter commuter studentsstudents who seek associate, bachelor's or master's degrees, community education, or business and industry training. Our students join us right out of high school, from years of from years of working on the jobworking on the job, or from other colleges, universities or technical schools.




With a friendlyfriendly faculty and staff, Ohio University-Zanesville provides a high quality educational experience complete with academic advising, tutoring, and specialized testing services.




Our facilitiesfacilities feature state-of-the-art wireless internet access, a cafeteria, a coffee café, bookstore, a 62,000 volume library with vast electronic databases and resources, a fitness center and the Collegial Woods walking trails.




Ohio University-Zanesville offers flexibly offers flexibly scheduled classesscheduled classes in Zanesville and Cambridge. Combine this flexibility with student groups such as Alpha Phi Omega, Student Senate, intramural sports, and cultural activities to round out your university experience. OUZ is here in your community to meet your family's educational needsyour family's educational needs.




The following operational mission statementoperational mission statement is drawn from “About the Zanesville Campus” (2007, para. 1-5).– OUZ creates and delivers educational programs to

serve the needsneeds of the residents (from high school on up) in the greater Zanesville/Cambridge area.

Decisions regarding programs, schedules, and budgets are driven by this operational mission statement; specifically the needs of the residents.



The primary role of the Associate Dean is to provide management/leadership to keep everyone at OUZ on taskon task with this operational mission statement.



Decision Making Process Autocratic Consultative Group

(Vroom & Jago, 1988)



Scheduling “Ohio University-Zanesville offers flexibly

scheduled classes in Zanesville and Cambridge” (“About the Zanesville Campus,” 2007, para. 5).– Based on the above quote and the operational

mission statement, scheduling decisions are driven by meeting the needs of the residents (high school and up) in the OUZ service area.



Scheduling The decision making process will incorporate all

three decision making models. – Group decision making is the desired model and the first

stage of building course schedules. – Consultative decision making is used in unique situations in

order to fulfill the operational mission statement. – From a leadership perspective, autocratic decision making

is used when the Associate Dean deems that the operational mission statement has not been used as the primary foundation at the group decision making level. From a managerial perspective, practical minor adjustments are required when implementing a complex schedule (rooms, human resources, equipment, location, etc.).



Budget The budget process is complex due to

specific guidelines from various stakeholders (state, federal, grants, etc.).

However, the budget process is subject to the operational mission statement in a similar decision making process as scheduling.



Built to Change

Organizations are built to perform, not to change. But in today’s highly competitive business environment, organizations must be ready to change and change frequently.

(Lawler & Worley, 2006)



Built to Change The Associate Dean is to keep OUZ on task in

an environment that requires constant change in order to fulfill the operational mission statement. Needs from 20 years ago might not be the needs five years from now. A culture of continuous change must become part of a higher education organization in order to survive—and more importantly, thrivethrive.



ReferencesAbout the Zanesville Campus. (2007). Ohio University-

Zanesville. Retrieved February 23, 2008, from http://www.zanesville.ohiou.edu/

Lawler, E. E., & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco, CA: Jossey-Bass.

Vroom, V. H., & Jago, A. G. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, NJ: Prentice Hall.

Scheduling, Budget, & Related Issues

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