The paper "The University of Sydney - Aspects of Bureaucracy" is a perfect example of a business case study. Australia was always one of the best in terms of quality of education. However, over the past 20 years, Educationalists have increasingly seen the country retreat deeper into negative educational changes and reforms (Meyers, 2012). For instance, in the past, when university dons received tuition fees directly, the expenditure on accommodation and administration would be between 15 and 20 per cent. However, the central collection has been mentioned as one of the reasons that the average proportion of full-time non-academic staff in Universities across Australia is now 55 per cent (Graves, et al. , 2013). Bureaucracy has been one of the reasons floated for the general decline in world and Australian higher education standards.
The University of Sydney is one of the premier institutions in the country and the world is perhaps the most ideal choice in terms of investigating a bureaucratic organization. I learnt about the University of Sydney from looking at ranking trends of Australian universities in various aspects of life in higher education.
They appeared in such prestigious award systems as the QS and the Times Higher education rankings. The main aim of this paper is to highlight various aspects of bureaucracy, bureaucratic organizations and the issues that cause and foster the trend of bureaucracy. It also examines the general effects of bureaucracy in organizations. The paper uses the University of Sydney as a case study organization, to highlight the issues caused by bureaucracy in organizations and in the higher education sector in Australia. It looks at the organizational and task allocation structure of the University of Sydney administrative hierarchy, as well as the crucial elements of higher education systems like tenure. Purpose The major aim and purpose of the University of Sydney is the creation of a university where the best and brightest in both the research and student body, thrive and reach their full potential.
In the pursuit of these key values, there are two important enduring values; engaged inquiry and mutual accountability. The University of Sydney believes in an institution that shapes critical thinking. In fostering engaged inquiry, the university strives to create an environment where there is a seamlessness in the learning of the student and researcher, a building of the traditional disciplines so that they might help solve the problems of the modern world, and a University whose work is engaged with the community of which it is part.
The university is also committed to creating an institution where the members of the universities and their respective academic communities are accountable to each other both in terms of institution academic and financial health (The University of Sydney, 2015). Structure The structure of an organization describes the mechanisms through which it meets expectations and exchange between both internal and external stakeholders.
There are three important aspects of organizational structure that might be used in describing the University of Sydney; complexity, centralization and formalization. Complexity is the extent to which the work, tasks and activities are divided into the organization. Complexity involves both horizontal and vertical differentiation. Horizontal differentiation describes the actual division of work and activities in the organization. The University of Sydney has a divisional structure, with different departments serving the needs of different students, with the professors specializing in their respective fields.
This system, however, leads to a lack of coordination and costly replication, factors which are common in bureaucratic organizations. The divisional structure is useful in such large organizations as the University of Sydney, with diversity in terms of products and market diversity. The University of Sydney has numerous courses and departments and produces graduates in numerous disciplines. There are different functional experts each supporting every division. However, across different geographic locations, like different campuses or offices, product lines line different courses or departments, there might be issues regarding coordination.
Al-Lehaibi, M. S., 2013. Argument for Tenure in Higher Education: the American Example. The Barnolipi Journal, 2(6), pp. 100- 107.
Figlio, D., Schapiro, M. & Soter, K., 2013. Are Tenure Track Professors Better Teachers?. Northwestern University Working paper Series, September, pp. 1- 24.
Graves, N., Barnett, A. & Clarke , P., 2013. Reform Australian Universities by Cutting their Bureaucracies. [Online]
Available at: http://theconversation.com/reform-australian-universities-by-cutting-their-bureaucracies-12781 [Accessed 11 September 2015].
Meyers, D., 2012. Australian Universities: A Portrait of Decline. 1 ed. Melbourne: AUPOD.
The University of Sydney, 2015. The University of Sydney 2011- 2015 Strategic Plan. [Online]
Available at: http://sydney.edu.au/content/dam/corporate/documents/about-us/values-and-visions/strategic_plan_2011-2015.pdf [Accessed 11 September 2015].
The University of Sydney, 2015. Why study here?. [Online]
Available at: http://sydney.edu.au/about-us/our-world-rankings.html [Accessed 11 September 2015].