Vision and Actualization in Academia
Georgia Tech's College of Computing
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Although difficult, change in academic structures is necessary today, especially in fast-changing fields today such as biology, computing, management, the social sciences, and others. This includes changes within existing organizations as well as creation of new structures and reorganizations or eliminations of older ones.This narrative attempts first to document the historical rise of an organization, Georgia Tech's College of Computing, that has touched and successfully changed the lives of thousands of people. Second, it aims to identify and explicate some of what has led to this widely ack...
Although difficult, change in academic structures is necessary today, especially in fast-changing fields today such as biology, computing, management, the social sciences, and others. This includes changes within existing organizations as well as creation of new structures and reorganizations or eliminations of older ones.
This narrative attempts first to document the historical rise of an organization, Georgia Tech's College of Computing, that has touched and successfully changed the lives of thousands of people. Second, it aims to identify and explicate some of what has led to this widely acknowledged success. The book provides a chronological narrative that highlights major changes taken under each successive leader. These changes have built on one another, knowingly or otherwise, to create a growing organization that rivals in size and prominence longer established parts of the university. The case study, while of an academic organization focused on computing, provides general lessons applicable almost anywhere.
Topics and features:
Discusses the nature and uses of visions, both general and specificShows how visions can be used to drive specific actions and resource allocationsIllustrates the choice and use of enduring organizational principlesOutlines a simple strategic-planning method and its applicationIndicates results of this overall approach
This book will be of interest to anyone interested in organizational change, especially in academia, and to those interested in Georgia Tech. It will also appeal to policymakers in education, government, and industry; as well as anyone interested in the historical growth of the computing milieu broadly.
Peter A. Freeman was Founding Dean and Professor in the College of Computing at Georgia Tech from 1990 to 2002. Today he is an Emeritus Dean and Professor.
This narrative attempts first to document the historical rise of an organization, Georgia Tech's College of Computing, that has touched and successfully changed the lives of thousands of people. Second, it aims to identify and explicate some of what has led to this widely acknowledged success. The book provides a chronological narrative that highlights major changes taken under each successive leader. These changes have built on one another, knowingly or otherwise, to create a growing organization that rivals in size and prominence longer established parts of the university. The case study, while of an academic organization focused on computing, provides general lessons applicable almost anywhere.
Topics and features:
Discusses the nature and uses of visions, both general and specificShows how visions can be used to drive specific actions and resource allocationsIllustrates the choice and use of enduring organizational principlesOutlines a simple strategic-planning method and its applicationIndicates results of this overall approach
This book will be of interest to anyone interested in organizational change, especially in academia, and to those interested in Georgia Tech. It will also appeal to policymakers in education, government, and industry; as well as anyone interested in the historical growth of the computing milieu broadly.
Peter A. Freeman was Founding Dean and Professor in the College of Computing at Georgia Tech from 1990 to 2002. Today he is an Emeritus Dean and Professor.
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