A Study On The Interactive Mechanism Of Faculty And Administrator Based On Academic Management Of Higher Learning Institutions

Modern higher learning institutions are the academic institution that is organized in accordance with the logic of the knowledge and the disciplines, as well as the organization that has an obvious tendency to the administration, The academic attribute and the departmental constitute together consist of two dimensions of the organic structure of universities and colleges, and thereby form two basic groups, the faculty and the administrator in universities and colleges.Being based on the premise of defining these two roles, this paper analyzes and concludes that there are so many differences between these two groups of universities and colleges in the occupational feature, the work method, the professional loyalty and the belief in their minds. If we don't take effort to establish the interactive mechanism to make them understand, trust and communicate with each other, but each acts in his own way, it will make states of the misunderstanding, the conflict or the distrust long—standing between the two parts, and be bound to aggravate the internal friction of universities and colleges, and dampen the enthusiasm and creativity of the staff, thus decrease the cohesion of the organization.Analyzing the drive of the interactive mechanism between the faculty and the administrator of universities and colleges with the society exchange theory, the society interactive theory and the society capital theory, and selecting the core affairs of universities and colleges—the academic management as a commence point. Firstly, this paper investigates the original interaction between the two roles in the academic management: the academic management requires the faculty be the main part in the decision—making, and the administrator provide the support and guarantee for the academic management, also form restriction and feed back to the decision—making of the faculty. Secondly, it exposes the cause and manifestation of the disharmonious interaction in the academic management between the two parts in our country: the dislocation of the governors in the management and the lack of clear-cut job responsibility; the deviation of the determination of the value and the hiatus of the idea in the academic management; the unification and inflexibility of the mechanism in the academic evaluation, which restrict the maturity of the faculty; the weakness of the restriction and control force of the procedure that authority works, for the lack of the standard and the degree of openness. Finally, it constructs the general mode of the benign interactive mechanism in the academic management between the two roles in universities and colleges, including six key elements: the mechanism of the impetus, the rule and regulation guarantee, the communication, the coordination and encouragement and the control.