An Exploration Into The Coordination Management Of The Faculties Of Universities

Universities are open social organizations. They are influenced by the outerior circumstances in their input, organization mechanism, operation system and output. The outerior circumstances are featured by their inditerminancy but nevertheless they provide necessary resources for the operation of the universities, and the resources are acquired by the universities by exchanges with what they are valued most (such as manpower, knowledge, information and the related products and services. ) Inditerminancy and dependency confine the development of universities, but they are also propellers for the changes of universities. Changeable environment requires the organizations to be both highly flexible and resistant against high risks so as to offset the negative impact of indeterminancies of the outerior circumstances.Universities are places for the storage, creation, dissemination, and application of knowledge. They are brainpower treasuries for social and economic development. Universities have both academic and bureautic administrations. Academic administration is featured by power separation while bureautic administration is featured by hierarchical administration. The complex knowledge disciplinary system makes the imformation processing in the decision-making of the universities highly expensive compared with adency administration. Therefore, universities should adopt power separation administration.The current universities are experiencing a transition from dual missions to triple missions. The traditional dual missions are composed of teaching and researching while the added third mission is social service. The organizational structures and operation mechanisms of the universities, as they were formed under the planned economic system, produce power inequilibrium, information blockage, and bureaucratic instructions in the management of the faculties. The inherent triple criteria of the faculties for teaching, academic research and social services, the contradictions between bureaucracies and academic disciplines, make the faculties short of dynamism and impede the efficiency improvement of the overall management. To overcome these defects, the universities should lower its focus of administration; move from instructive management to supervision management; move from conformity management to differentiation management. In faculty administration, work should be done to balance the relationship between teaching, research and social services, to help the mutual development of the administrators and teachers.