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" However, states are often limited in terms of how much tuition they can charge and how many out-of-state students they are permitted to accept.
As a result, states have sought "greater autonomy to compete for students and resources more like private institutions" but the type of control that would allow them to create a unified vision and mission for a state university is often elusive (Knott & Payne 2004). Statewide governing boards often impose unified standards on university's admission standards, allocation of funds between departments, and other requirements that can make it difficult for a school to carve out a unique 'niche' for itself. In some states, these boards have a great deal of administrative power, while in other states universities have secured more power for themselves in decision-making.
According to Knott and Payne's data-driven analysis, more decentralized state governing systems of universities tended to have higher tuition costs, more out-of-state students, and higher admissions qualifications amongst students than those with less autonomy from state governing boards, and when university managers strictly govern the internal policies public universities. More autonomous state universities "tend to emphasize the academic values of research, publication, and external grants more than undergraduate...
While this supports Dealtry's position that decisions 'from the top' can substantially influence the makeup and emphasis of the school as a whole, this shows the limits administrators may have to exercise their influence in some situations. Even private university leaders are subject to pressures from alumni and funding, while the question as to what values are superior -- research vs. teaching, affordability vs. higher-quality resources -- remains hotly debated across public and private university campuses today.
References
Dealtry, Richard. (2005). Achieving integrated performance management with the corporate university. Journal of Workplace Learning, 17(1/2), 65-78. Retrieved December 13,
2009, from ABI/INFORM Global. (Document ID: 810419471)
Knott, Jack H. & A. Abigail Payne. (2004). The impact of state governance structures on management and performance of public organizations: A study of higher education institutions. Journal of Policy Analysis and Management, 23(1), 13-30. Retrieved
December 13, 2009, from ABI/INFORM Global. (Document ID: 536017491).
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