WorldCat Identities

Baldridge, J. Victor

Works: 57 works in 213 publications in 2 languages and 6,227 library holdings
Genres: Bibliography  Handbooks and manuals  Abstracts 
Roles: Author, Editor, Other
Publication Timeline
Most widely held works by J. Victor Baldridge
Policy making and effective leadership by J. Victor Baldridge( Book )

21 editions published between 1977 and 1993 in English and held by 895 WorldCat member libraries worldwide

Of major conclusions -- Organizational characteristics of colleges and universities -- Diversity in the academic system -- Patterns of management and governance -- Bureaucracy and autonomy in academic work -- Institutional climates and faculty morale -- Impact of bargaining on campus management -- Women faculty in higher education -- Current trends and future projections -- Special study : historical developments, 1636-1970
Unions on campus by Frank R Kemerer( Book )

11 editions published between 1975 and 1976 in English and held by 693 WorldCat member libraries worldwide

Of findings -- Patterns of academic governance and collective bargaining -- Causes of faculty unionization -- Factors that shape campus bargaining -- Consequences for personnel decisions -- Consequences for academic senates -- Consequences for campus administration -- An assessment of faculty collective bargaining
Power and conflict in the university; research in the sociology of complex organizations by J. Victor Baldridge( Book )

19 editions published between 1968 and 1990 in English and Undetermined and held by 624 WorldCat member libraries worldwide

New approaches to management by J. Victor Baldridge( Book )

11 editions published in 1979 in English and held by 549 WorldCat member libraries worldwide

A nationwide longitudinal study was undertaken by the Higher Education Research Institute in Los Angeles to study the impact of Exxon Education Foundation's Resource Allocation Management Program on the 49 institutions receiving grants under the program. The focus was the behavioral consequences of management changes for administrators, staff, and students. Two kinds of developments were examined: (1) computer-based management information systems for collecting and analyzing institutional data and (2) management by objectives systems in which each institutional unit determines its goals and the methods for evaluating their achievement. The variety of approaches that different institutions have taken in setting up these systems are described, and actions and practices that are necessary to assure successful implementation are indicated. The systems' impact on organizational planning processes, resource allocation decisions, problem-solving capabilities of administrators, financial stability of institutions, relations between administrators and faculty, and student performance is examined. The usefulness and cost-effectiveness of the systems and recommendations for designing and installing them are discussed. Additional findings about cost control in general within higher education, involving both management innovation and other economies, are also presented. (Sw)
Managing change in educational organizations : sociological perspectives, strategies, and case studies by J. Victor Baldridge( Book )

17 editions published in 1975 in English and held by 505 WorldCat member libraries worldwide

Twenty-six articles based on social science research and the experience of practicing change agents deal with the elements necessary to understand change processes in educational organizations. These are (1) a comprehensive organizational perspective, that is, an understanding of crucial organizational subsystems and processes involved in innovation; (2) familiarity with strategies that can be used to cause and support educational changes, such as leadership dynamics, change agents, organizational politics, and the use of program evaluation processes; and (3) practical experience with the dynamics of educational change through case studies about attempts to change educational organizations. The articles concern change and innovation at both the elementary-secondary level and that of higher education. Many of the articles, since they are from a research tradition, use the social sciences to investigate change. A number of practice-oriented articles describe the experiences of applied administration to complement and broaden the research. (Author/MLF)
The campus and the microcomputer revolution : practical advice for nontechnical decision makers by J. Victor Baldridge( Book )

4 editions published in 1984 in English and Spanish and held by 494 WorldCat member libraries worldwide

Academic governance; research on institutional politics and decision making by J. Victor Baldridge( Book )

6 editions published between 1971 and 1973 in English and held by 487 WorldCat member libraries worldwide

Sociology: a critical approach to power, conflict, and change by J. Victor Baldridge( Book )

23 editions published between 1975 and 1986 in English and Spanish and held by 455 WorldCat member libraries worldwide

Governing academic organizations : new problems, new perspectives by Gary L Riley( Book )

6 editions published in 1977 in English and held by 390 WorldCat member libraries worldwide

The present book catalogs and studies the major trends in academic governance, including some trends that persist from earlier times as well as new issues that have emerged. The book discusses internal governance but places it within the context of environmental policies, issues, and trends. Included are articles appearing for the first time in published form, several written especially for this book, and some classics in the field fundamental to understanding the characteristics of academic organizations. Part 1 views colleges and universities as complex organizations and addresses the controversial issue of institutional diversity in higher education. Part 2 offers argument on both sides of the issue of innovation and identifies several factors that are empirically related to innovation, academic reform, and institutional change. Part 3 shows the boundaries and constraints imposed by the public, the law, and the problems of multicampus administration. Part 4 discusses the role of the "estates"--The students, administrators, faculty, and trustees who have vested interests in institutional policies and practices. Finally, Part 5 offers largely data-based discussions of collective bargaining in higher education. (Author)
The Dynamics of organizational change in education( Book )

8 editions published in 1983 in English and held by 354 WorldCat member libraries worldwide

Strategies for effective enrollment management by Frank R Kemerer( Book )

2 editions published in 1982 in English and held by 200 WorldCat member libraries worldwide

Enrollments in the eighties : factors, actors, and impacts by J. Victor Baldridge( Book )

6 editions published in 1982 in English and held by 193 WorldCat member libraries worldwide

Assessing the impact of faculty collective bargaining by J. Victor Baldridge( Book )

5 editions published in 1981 in English and held by 185 WorldCat member libraries worldwide

Action : an experiential approach to sociology : student's manual by J. Victor Baldridge( Book )

3 editions published in 1975 in English and held by 27 WorldCat member libraries worldwide

Environmental pressure, professional autonomy, and coping strategies in academic organizations by J. Victor Baldridge( Book )

2 editions published in 1971 in English and held by 7 WorldCat member libraries worldwide

The paper offers this basic proposition: The higher the social insulation of professional organizations, the higher the professional autonomy within them--and vice versa. Essentially the paper offers an interconnected set of propositions dealing with environmental pressures on the autonomy of college/university faculties coupled with a discussion of the coping strategies that faculties make when threatened. Some of the propositions are: 1) the greater the external control over resources, the lower the professional autonomy; 2) the lower the professionals' control over client characteristics, the lower the professional autonomy; and, 3) the more the school and its significant environment tend to be in harmony, the greater the professional autonomy of the faculty, and vice versa. The author proposes that much can be learned about the autonomy and organization of the academic profession by examining the relation of professionals to their environment, instead of focusing on the internal nature of the profession itself or on the academic institution. If this is correct, much of the variation in the internal operation and structure of colleges/universities ought to be predictable from a knowledge of their relations with their outside environment. (Author/JLB)
Models of university governance : bureaucratic, collegial, and political by J. Victor Baldridge( Book )

2 editions published in 1971 in English and held by 7 WorldCat member libraries worldwide

Conclusions drawn from an analysis of the decision-making processes at New York University
The impact of educational R & D centers and laboratories : an analysis of effective organizational strategies by J. Victor Baldridge( Book )

4 editions published in 1972 in English and held by 7 WorldCat member libraries worldwide

The purpose of this research was to study the link between effective management strategies and the impact of educational research and development. The 19 r & d Centers and Regional Laboratories of the United States Office of Education were selected as the focal organizations for analysis. Using document analysis and interviews, the researchers drew a number of conclusions about effective organizational strategies in (1) Program Focuses and Evaluation Systems, (2) Commitment to Dissemination and Implementation, (3) Staffing Patterns, (4) Relations with Field Users of r & d Innovations, and (5) Relations with Educational Training Institutions. The 3-fold task included the descriptive phase, which outlined various practices within the labs and centers on the above topics; the analysis phase, which pointed to some practical consequences of using different styles of management; and the recommendation phase, which suggested some management policies that the authors felt should be widely adopted. The authors consider this project to be an example of "policy research", or that research which analyzes a practical problem with specific policy outcomes in mind. They therefore present a set of recommendations that may actually be implemented in Educational Research and Development centers. (Author)
The analysis of organizational change: a human relations strategy versus a political systems strategy by J. Victor Baldridge( Book )

2 editions published in 1971 in English and held by 5 WorldCat member libraries worldwide

This paper removes one of the major drawbacks to understanding change by offering a definition of organizational change which specifies the system levels that are subject to change and explains the nature of the relationship between these various levels and the overall goals of the organization. Two strategies for studying organizational change processes are presented and compared: the author discusses the popular human relations strategy, pointing out its strengths and weaknesses, and then proposes a new strategy, which uses political systems analysis. A chart sets forth the distinctive features of the two strategies. A 21-item bibliography is included. (Author)
The dynamics of conflict on campus : a study of the Stanford April third movement by James H Stam( Book )

2 editions published in 1971 in English and held by 5 WorldCat member libraries worldwide

This paper develops a theoretical framework for analyzing campus conflict and crisis as a social movement. The authors argue that political frameworks are necessary to understanding the dynamics of interest group activities that are directed toward influencing policy. Using the political framework, a number of propositions are advanced concerning interest group activities, the political motivations of partisan groups, the social control activities of authorities, and the cycle that the conflict goes through. A case study of a student conflict at Stanford University is used to give plausible support to the propositions. Although such a case study is in no sense proof of the propositions, it nevertheless clarifies issues and helps locate weaknesses and strengths in the theoretical framework. (Author/HS)
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Audience level: 0.39 (from 0.31 for Policy mak ... to 0.76 for The impact ...)

Alternative Names
Baldridge, J. Victor

Baldridge, J. Victor 1941-

Baldridge, Joseph Victor

Baldridge, Joseph Victor 1941-

Baldridge, Victor

Baldridge, Victor 1941-

Baldridge, Victor J.

Victor Baldridge, J.

English (152)

Spanish (6)