Multiple tiers of research, analysis, theories, hypotheses, and conclusions will be drawn apply the necessary programs as well as the human and other resources to successful serve all areas -- senior level managers/executives and the board of directors, full time employees, professional and paraprofessional staff, as well as the clients from the urban community -- of the organization.
In a professional bureaucracy such as the Continuing Education Department, the administrator must be disseminate the department piece by piece, work group by work group, market segment by market segment to properly determine roles and responsibilities as well as levels of accountability. "Its operating core is large relative to its other structural parts - particularly the technostructure. Few managerial levels exist between the strategic apex creating a flat and decentralized profile. Control relies heavily on professional training and indoctrination." (Bolman & Deal, 2003, pp. 65-66) This approach will provide a grid and foundation for future forecast and the building of paradigms and theories to manage and develop programs in response to the needs of employees and affiliates as well as market (s) and community needs. Further segmentation, research and analyses provides greater understanding of the customers needs, trends and opportunities for innovations to serve both the community outreach efforts and the staff development activities. The identification, research and analyses should provide the material to determine best practices, development of the Strengths, Weaknesses, Opportunities and Threats (SWOT) analyses, due diligence, competition within and without the immediate market community as well as trends in the distance and continuing education industries collectively. The development of other approaches will provide the basis for understanding decline in enrollment over the last two (2) years for both the staff development and community outreach programs. It is necessary to thoroughly understand the organizational chart, gaps strategy, reevaluation of corporate missions, the identification and qualification of redundant and/or overlapping responsibilities and programs, as well as streamlining departments, funds for the programs from both the strategic and operations levels to appropriately identify, define, qualify, design, redesign, develop and implement effective and efficient solutions and methodologies.
Leadership and Strategic Planning
Any philosophy developed to properly administer policies and procedures must reflect the organizational proficiencies as well as the community's needs, as this will allow both the internal and external environment to grow synergistically and symbiotically. The objectives must be apparent in the organization's long and short term goals and be a model to develop other programs as well as a foundation on which the organization can grow in response to the community's needs.
In order to approach or create methodologies that address the organizational needs, careful assessment must be made to understand corporate mission and Strengths, Weaknesses, Opportunity and Threats (SWOT). These are areas which provide focus and bench marks in checking and reviewing environmental feasibility issues.