The Perceptions of Conflict on Strategic Planning in Higher Education Administration

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dc.contributor.advisor Paton , Valerie O . en_US
dc.contributor.committeeMember Claudet , Joe en_US
dc.contributor.committeeMember Price , Peggie en_US College Of Education en_US Higher Education en_US Texas Tech University en_US Dissertation en_US Doctor of Philosophy en_US
dc.creator Wallace , Garland B . en_US 2010 -08 -09T15 :25 :01Z en_US 2011 -11 -16T21 :28 :29Z en_US 2012 -06 -01T15 :25 :10Z 2014 -06 -06T20 :13 :19Z 2010 -08 -09T15 :25 :01Z en_US 2011 -11 -16T21 :28 :29Z en_US 2012 -06 -01T15 :25 :10Z 2014 -06 -06T20 :13 :19Z 2010 -08 -09T15 :25 :01Z en_US August 2010 en_US
dc.identifier.uri http : / /hdl .handle .net /2346 /ETD -TTU -2010 -08 -998 en_US
dc.description.abstract As is true in most organizations , conflict is not absent in the higher education milieu . On the contrary , “as in the case with all complex organizations , educational systems manufacture the ingredients of conflict and stress” (Hanson , 2003 , p .251 ) . The purpose of this study is to determine how the presence of conflict affects the strategic planning processes performed by respective administrators in higher education and specifically how functional and dysfunctional conflict affect their key decision making processes . By placing this context alongside the strategic planning process , stressors become even more apparent and the inevitability of conflict becomes plain . Dominant to higher education and its functionality is the strategic planning process . This practice , loaded with controversy and individual agenda , can and will generate conflict . However , foundational to higher education is the creation of an atmosphere in which diversity of opinion is prevalent and appropriate . Through this diversity is the overwhelming temptation for argumentation . Conflict of ideologies , theories , and perspectives are certainly a vital portion of higher education ; however , when the line between academic incongruity is crossed and the participants enter into personal assault , conflict becomes increasingly dysfunctional and counterproductive (Bolman & Deal , 2003 ; Socci , 2002 ) . Complexity exists when the administrator is faced with a tactical decision to be made , and yet faces conflict without a clear , concise , and complete understanding of the functionality and /or dysfunctionality of that contradictory process . There are several conclusions that were made based on this research in regards to the perceptions of administrators regarding conflict and strategic planning . First , conflict is inevitable in strategic planning . Secondly , functional conflict aides in the strategic planning process . Finally , dysfunctional conflict has the potential of destroying effective strategic planning processes . en_US
dc.format.mimetype application /pdf en_US
dc.language.iso en _US en_US
dc.subject Strategic Planning en_US
dc.subject Conflict en_US
dc.title The Perceptions of Conflict on Strategic Planning in Higher Education Administration en_US


The Perceptions of Conflict on Strategic Planning in Higher Education Administration. Texas Tech University. Available electronically from http : / /hdl .handle .net /2346 /ETD -TTU -2010 -08 -998 .

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