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In Part I, you identified the interests of stakeholders in the transfer enrollment process. This week, you will explore the loyalties of those stakeholders, as you did for the groups in the multimedia game. In other words, if the parking coordinator is one of the stakeholders, who has the most power over his or her decisions? What is the chain of authority? In military terms, what is the

command-and-control structure?

For this assignment, perform a power analysis of at least three of the stakeholders that you identified in Part I. Explain your rationale by citing concepts discussed in Weeks 1–4. You are encouraged to create your own “towers of power” graphics for this assignment by using the drawing functions in PowerPoint or Word.


Not unlike many universities today, Apex State University is experiencing a serious decline in student enrollment—m ore specifically, in the number of students transferring to Apex. The decline in transfer student enrollment is having a serious impact on overall tuition revenue. A review of systemwide data has convinced the president that the issue deserves further scrutiny. She has asked you, the director of enrollment management, to prepare a position paper detailing transfer policies and procedures. The president is seeking a better understanding of how the process works, who the stakeholders are, where they are within the institution (positions, departments), to whom do they answer, and what kind of resistance can be expected. She has asked you for recommendations on how the people involved in the process can work together to achieve mutually agreeable solutions.

Assignment length:

2–3 pages

Decline in Enrollment at Apex State University
Courtnie Walker
Master of Science in Higher Education, Walden University
EDUC 6157: Understanding Institutions: Organizational Behavior and Culture
Dr. Margaret Dam
April 4, 2021
A decline in Enrollment at Apex University
Recently, Apex State University has seen declining numbers in enrollment, specifically in
the number of transfer students from other colleges in the country. The reducing rate of student
admissions can only have adverse effects in different aspects of the institution. Some of the sectors
in which the enrollment decline has a negative impact include the level of Tuition fees revenue
and the social image of the higher education facility in the eyes of students and the entire nation at
large. One of the most plausible reasons behind this reducing enrolment figures is the policy on
granting credit for transfer courses for students in the University. Currently, the institution has
guidelines that indicate that students who intend to transfer to the University will not be granted
program or degree credits for the already-completed courses. The academic departments, having
responsibility for the curriculum at Apex, are directly involved in this decision-making process to
influence policy on transfer credits having a detrimental effect on the levels of admission in the
organization. Having gained experience in the college of liberal arts and sciences, I am convinced
that the academic departments involved can make transfer policies better, therefore re-invigorating
the admissions rate. As director of enrollment management, I have prepared a detailed record of
transfer policies and procedures in the University and recommendations on how to solve the
Transfer Policies and Procedures
In the institution, all stakeholders have a direct interest and are involved in the transfer
enrollment process. The leadership structure utilized in the enrollment process is organized in
ranks and different educational departments. The Board of trustees, through the President’s office,
manages administrators in the college and oversees decisions that affect the whole campus. Under
the President, the provost is in charge of assessing the number of transfer numbers and reports,
followed by the dean of students who reviews the students’ ethical and educational records. The
Admissions advisor works in conjunction with the Transfer Counsellor and the registrar to examine
the processing of documents required for transfer, application dates and prerequisites, and
processing transfer credits and course documents. Wholesomely, departmental heads check course
enrollment, faculty, on the other hand, teaches students, and the potential transfer students decide
whether or not to join the institution.
At Apex, the acceptance of transfer students is very minimal. The admissions applicants at
the school need to get important accreditation of their coursework before they can be enrolled.
Transferred courses need to be equivalent to the work for which the student is seeking credit at the
institution. Students must present official transcripts from their post-secondary schools to get the
applicable transfer credit (Wendler, 2020). All the transcripts must be issued directly to the
Director at Apex. In addition to all these administrative bottlenecks, students may fail to get grants
on credit that exceeds 50% of the course enrolled. This policy has discouraged many potential
applicants from seeking enrollment in the learning facility. Many prefer institutions whose faculty
would offer support to them by granting them transfer credit.
An anarchical organization means that members of the enrollment management framework
can discharge their professional duties as they please and maintain a loose connection with their
departments and the entire process. Such strategies are not the best way to keep a reliable
institutional framework due to the strain’s inefficiency and delivering organizational goals
(Birnbaum, 1989). For Instance, the Board of trustees issuing policies that deny credits for transfer
courses without engaging the lower-ranked stakeholders such as registrars and departmental heads
may negatively impact the learning institution. An anarchical model such as the one in this
organization hinders the diffusion of goals to different institution levels, making various staff
members divert from its overall objectives. The enrollment process and its management also
impede the adoption of useful technology that would make work easier in assessing students’
transcripts to gauge their worthiness for transfer credits. Another challenge of this functioning is
the hindrance of the stakeholders’ effective participation in decision-making since the process is
bureaucratic and unclear (Birnbaum, 1989). Organizational learning is also limited due to the
policymaking methods that fail to involve all members of staff. As a result of the problems caused
by the anarchical academic departments, leadership cannot be effective in the learning institution.
However, these challenges can be solved to raise student admissions and alleviate the declining
tuition fee revenue.
Recommendations and solutions
Having constructive dialogues on policymaking can positively impact the structure of the
organization. The stakeholders involved and the faculty need to have interactive sessions that raise
awareness of the declining admission rates. Coming together to discuss such matters would allow
all people involved in the process of making decisions related to granting transfer credits. Such a
step would also reduce anarchy in the institution’s management system by being inclusive and
consultative (Wendler, 2020). Reasonable arguments would eventually formulate decisions that
are beneficial to enrolling students and the organization.
Another recommendation is to restructure the management system in a manner that
devolves power and policymaking. Delegating authority to different management frameworks
would lead to more informed and bias-free decisions and policy formulation. Matters such as
those relating to transfer students would have a more organizational outlook than when leaders
make decisions in the school’s top ranks (Ratten & Ferreira, 2019). Leaders being appointed need
to demonstrate their readiness with all other stakeholders involved in policy building. The
college’s principles should prohibit any director from approving strategies without consulting
other members of the management fraternity. Devolving authority in the institution would ensure
better, inclusive, and proactive policies.
Apex State University has been recording declining rates of admissions, mainly transfer
students, due to the school’s policy on denying credits for completed courses for transfer
students. The organization’s anarchical academic departments are directly involved in
formulating this kind of approach. Through having constructive conversations and devolving
authority in the school, problems relating to decision making and policy formulation can be
solved. Reviewing the policy on transfer credits would raise the number of students applying for
college positions, therefore, helping to reduce fee revenue constraints.
Birnbaum, R., & Edelson, P. J. (1989). How colleges work: The cybernetics of academic
organization and leadership. The Journal of Continuing Higher Education, 37(3), 2729. https://doi.org/10.1080/07377366.1989.10401184
Ratten, V., Ferreira, J. J., & Fernandes, C. (2019). High-performance management work
systems. Contributions to Management Science, 171-196. https://doi.org/10.1007/978-3030-29458-8_11
Wendler, C. (2020). undefined. Higher Education Admissions Practices, 303375. https://doi.org/10.1017/9781108559607.026
Dynamics and cultures of a hypothetical institution
Courtnie Walker
Master of Science in Higher Education, Walden University
EDUC 6157: Understanding Institutions: Organizational Behavior and Culture
Dr. Margaret Dam
March 20, 2021
Every organization has a unique culture tailored to excellence that distinguishes itself
from other institutions. Culture plays an integral role in every organization and represents the
identity of an organization. The culture of an organization reflects in what is done, how it is
done, and who is involved in doing that Tierney (2008). Bergquist & Pawlak (2008) quoted six
cultures in higher education institutions, which are managerial, advocacy, collegial,
developmental, virtual, and tangible. These cultures establish the meaning of the institutions, the
roles, and how members should behave while in the institution. For example, the culture informs
how the staff should collaborate, and how members should approach an issue to achieve positive
results. Bergquist & Pawlak (2008) had an assessment of a local community college to note the
unique culture of the institution. The culture of the institution was identified as advocacy culture,
which focuses on supporting individual needs. It entails creating equal policies and procedures in
terms of resource distribution and benefits within the institution.
Apex State University is indeed experiencing a decline in student enrollment, especially
the number of students transferring to the institution. Apex State University should primarily
operate under the advocacy culture, which would minimize the challenges it is experiencing in
the enrollment process (Bergquist & Pawlak, 2008). Because advocacy culture is built on equity,
it would accommodate every student, including those from other institutions, and support them
to attain their educational goals. Advocacy culture also aims to serve students who are
underserved within the society. Some of the students at post-secondary education come from
low-income families and desire to transfer to a four-year institution so that they can further their
education. However, institutions like Apex would not accept them, causing the students to start
over their post-secondary education or discourage them from pursuing further education. As
such, institutions such as Apex State University should operate under the advocacy culture to
promote equality in the student transfer enrollment process. These institutions should focus on
policies and procedures that enhance personal growth and development (Kezar, 2001). For
example, students can be advised on career paths and be supported to successfully achieve their
Bergquist, W. H., & Pawlak, K. (2008). Engaging the six cultures of the academy. San
Francisco, CA: Jossey-Bass.
Tierney, W. G. (2008). The impact of culture on organizational decision making: Theory and
practice in higher education. Sterling, VA: Stylus.
Kezar, A. J. (2001). Understanding and facilitating organizational change in the 21st century:
Recent research and conceptualizations. San Francisco, CA: Jossey-Bass.

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