DaigakuRonshu_51_65.pdf 1.14 MB
Decision-making and Faculty Collegiality in Japanese Universities
A recent reform of Japanese university governance has aimed to clarify the authority of the faculty senate, indicating that the faculty senate can deliberate on only teaching and learning matters. However, such a trend should be considered from the perspective of its impact on faculty collegiality. Faulty collegiality encompasses both a governance system and a sense of community. Both considered to be imperative to organizational effectiveness. In this paper I propose to look at the relation the extent of the faculty senate’s authority and the level of faculty collegiality. Analysis of data gathered from faculty members in 23 universities showed the following results.
First, to develop faculty collegiality as a governance system, the faculty senate should have the power to decide “academic matters,” including choosing new faculty, making faculty promotion and tenure decisions, setting admission standards for undergraduate students, and approving new academic programs. On the other hand, there was no need that the faculty senate had the power to decide on issues related to “evaluation” and “budget.” The former included evaluating teaching, research, etc., while the latter included determining budget priorities, selecting key administrators, and determining the overall teaching load of faculty.
Second, there was no relationship between the power of the senate and faculty collegiality as a sense of community.
The above results were the group level effect (between level effect). That means the effects mentioned above come from the organizational structure of each university. On the other hand, the individual effect (within level effect) was also considered in this paper.
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