Founded in 1922, Garden State University (GSU), a comprehensive public institution, has a total enrollment of 26,000 students and 4,300 faculty and staff. The university plays a very significant role in the Capital City and the region through its broad array of educational needs. GSU offers undergraduate, graduate, and continuing professional development school and major programs in arts and sciences, business, communication, public and community administration, health and allied health sciences, education and performing arts. Being a large institution that offers a diverse education, GSU has two regional campus locations in addition to the main campus. There is one approximately 45 miles from the main campus in the northern part of the state,
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The overall budget of the university has been tightened, and the Senior Vice President for Administration and Finance is looking for suggestions of where greater efficiencies and cost savings possible. Furthermore, the Assistant Vice President for Procurement has asked our team to participate in the university Travel Policy and Practices Task Force. The goal of our team is “develop an improved policy, procedures and practices that will more efficiently and effectively serve the needs of Garden State University.” More specifically, our team will be addressing the structure of organizing the new travel policy initiative in terms of the process that the committee will take to work through this organizational change. Our team has come up with a proposal that will eliminate unnecessary expenditures and create a method for all faculty and staff to communicate effectively and efficiently through mediated communication. To outline, this proposal will go over the various stakeholders involved, who is involved in the decision-making process, how information will be shared, any dimension of virtual distance to this case, how communication will occur, the organizational culture, how the team will operate, any barrier to overcome, facilitators, and an overall summary of the …show more content…
Considering there was none before, it is crucial that there is now. There needs to be an ‘approval process,’ that involves submitting expenses, them getting approved, and moving through the appropriate channels to create a seamless process for all. One idea to avoid would be a ‘going up the chain’ mentality, which ultimately is the process seen in larger organizations when it comes to approvals. The only way to achieve any kind of success in this new team is to have an organized structure in place. The Assistant VP of Procurement needs to run the charge on this. In terms of decision making and approvals, this individual would be the go-to for it all. If we have one person leading this charge, it can make it a much faster process. Since the members of this task force are scattered across all three campuses, these individuals will execute the implementation of this process. Again, having an organized plan in place, such as the Virtual Distance Leadership Model (Lojeski, 2013) can really assist with this. By having the AVP create context, it will give those workers who are in further locations the ability to make smaller decisions based on the information that is communicated to them. Once they have a clear understanding of their job description and responsibilities, this will give them the tools that they need to learn their roles well and excel in
The overall budget of the university has been tightened, and the Senior Vice President for Administration and Finance is looking for suggestions of where greater efficiencies and cost savings possible. Furthermore, the Assistant Vice President for Procurement has asked our team to participate in the university Travel Policy and Practices Task Force. The goal of our team is “develop an improved policy, procedures and practices that will more efficiently and effectively serve the needs of Garden State University.” More specifically, our team will be addressing the structure of organizing the new travel policy initiative in terms of the process that the committee will take to work through this organizational change. Our team has come up with a proposal that will eliminate unnecessary expenditures and create a method for all faculty and staff to communicate effectively and efficiently through mediated communication. To outline, this proposal will go over the various stakeholders involved, who is involved in the decision-making process, how information will be shared, any dimension of virtual distance to this case, how communication will occur, the organizational culture, how the team will operate, any barrier to overcome, facilitators, and an overall summary of the …show more content…
Considering there was none before, it is crucial that there is now. There needs to be an ‘approval process,’ that involves submitting expenses, them getting approved, and moving through the appropriate channels to create a seamless process for all. One idea to avoid would be a ‘going up the chain’ mentality, which ultimately is the process seen in larger organizations when it comes to approvals. The only way to achieve any kind of success in this new team is to have an organized structure in place. The Assistant VP of Procurement needs to run the charge on this. In terms of decision making and approvals, this individual would be the go-to for it all. If we have one person leading this charge, it can make it a much faster process. Since the members of this task force are scattered across all three campuses, these individuals will execute the implementation of this process. Again, having an organized plan in place, such as the Virtual Distance Leadership Model (Lojeski, 2013) can really assist with this. By having the AVP create context, it will give those workers who are in further locations the ability to make smaller decisions based on the information that is communicated to them. Once they have a clear understanding of their job description and responsibilities, this will give them the tools that they need to learn their roles well and excel in