Peter, I approach this a little differently--I use Mintzberg's discussion of the "professional bureaucracy" from Structure in 5's as the core material regarding how university (and hospital) administrators can better understand faculty motivation and behavior. Many administrators have very little understanding that our first loyalties are with our "clients" (research colleagues and students) and our profession--not the organization. As Mintzberg notes, the primary role of administrators should be to support faculty and allow us to better serve our constituents. Not always the most popular message to the powers that be, but I like it!
This article is the final in a series a few of us collaborated on for structure of academic medicine and specifically radiology departments, if you are interested.
Willing, S.J., Gunderman, R.B., Cochran, P.L, & Saxton, T. 2004. The polity of academic medicine: A critical analysis of autocratic governance. The Journal of the <st1:place w:st="on"><st1:placename w:st="on">American</st1:placename> <st1:placetype w:st="on"> College</st1:placetype></st1:place> of Radiology, 1: 972-980.
Todd Saxton
Indiana Venture Faculty Fellow
Associate Professor, Strategy and Entrepreneurship
IU Kelley School of Business
tsaxton@iu.edu
317.274.3349
Colleagues:
Next week I'm speaking to a group of university administrators on motivation and incentives, particularly in the context of academic governance. I'd like to assign a brief, introductory reading or two summarizing the research literature on intrinsic versus extrinsic motivation, the effects of rewards and punishment, the use of motivation schemes in organizations, and the like.
In class, I usually motivate these issues (pun intended) by assigning something like Alfie Kohn's "Why Incentive Plans Cannot Work" from HBR (Sept-Oct 1993), the set of responses that were published in the next issue ("Rethinking Rewards," Nov-Dec 1993), and the introductory chapter of a typical managerial economics textbook or Brickley et al.'s "Economics of Organizational Architecture" (JACF, 1995). This "dueling banjos" approach may be too subtle for this audience, however (remember that these are university administrators, so [insert your own joke here]). Can anyone suggest short, accessible overviews of these issues?
Thanks,
Peter Klein