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Decision-Making
Processes that are Appropriate to the University's Stated Mission and
Purposes
The decision-making processes at UNI for the latter half
of the accreditation period have been characterized by a transition to
a relatively decentralized environment and by an evolution toward consensus-building
within that environment. With a strong tradition of service to students,
members of the University community have grown accustomed to having more
control over day-to-day budget and programmatic matters and have gradually
learned the power of consensus-building to further the common successes
of the University.
Several examples demonstrate the appropriateness of this combination of
decentralization and consensus: "Qualities of an Educated Person,"
a very productive, campus-wide, multi-year dialogue to identify desired
qualities of UNI graduates; the "Leading, Building, Sharing"
capital campaign; and a new Integrated Marketing program. Another hallmark
of the Koob administration has been a commitment to accessible and powerful
technology that makes decision-oriented information directly available
to constituents at their desktops. Our new decision-making processes appear
to be more closely aligning the University's practices with its principles.
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