As universities come under greater financial pressure, as the function and role of universities change, university administrations are showing themselves sometimes unequal to the task of responding to these challenges in an ethical and orderly way.
It is easy to be a highly paid administrator during good times. It is tempting to embrace the increasingly separate cultures of administrations during these good times. The logic of administration at the contemporary university increasingly sees administrators as a privileges class with obligations to manage their resources, and the factors in the production of their "product". These resource management cultures increasingly dehumanize and objectify labor--and especially the expert professional labor of faculty.
It comes as no surprise, then, that in the face of challenge, administrators seek to preserve their privileged position and to export their mismanagement--without any accountability for their decisions--onto the "factors" in the production of "product." That process of redirecting responsibility is particularly ironic as it also serves as the culminating point of a process in which administrations acquire all responsibility for decision making at the university but insist that all responsibility for the consequences of operation fall to the faculty. The consequences are perverse: administration retains an increasing monopoly on decision making, but faculty increasingly bear the burden of accountability for these decisions.
It is this pattern--this perversity of accountability--that marks university administrative decision making in many institutions today. It is in this light that one might consider the recent evaluation of the actions of administration in the College of Saint Rose in New York, which has been the object of an investigation by the Association of American University Professor (AAUP). The press release and links to the report follow.