NEW NATIONAL CENTER FOR VALUE-ADDED AGRICULTURE

Farm Management,

Regionalization of the Iowa State University Extension System: Lessons Learned by Key Administrators

The cyclical economic downturn in the United States has forced many Extension administrators to rethink and adjust services and programming. The Cooperative Extension System (CES), the organization primarily responsible for governmental Extension work in the United States, at Iowa State University responded to this economic downturn by restructuring its organization from county based to a regional model. This paper shares the experiences of key administrators in planning this restructuring process and the lessons learned. This experience and the restructuring processes used have implications for administrators in all organizational settings

Regionalization of the Iowa State University Extension System: Lessons Learned by Key Administrator

The cyclical economic downturn in the United States hasforced many Extension administrators to rethink and adjustservices and programming. The Cooperative Extension System(CES), the organization primarily responsible for governmentalExtension work in the United States, at Iowa State University responded to this economic downturn by restructuring its organizationfrom county based to a regional model. This paper shares the experiences of key administrators in planning this restructuringprocess and the lessons learned. This experience and the restructuringprocesses used have implications for administrators in all organiizational setting

Employee Job Autonomy and Control in a Restructured Extension Organization

This descriptive cross sectional census study identified theperceptions of Extension and Outreach employees of IowaState University in the United States about job autonomy andcontrol after two years of a major restructuring. Employees perceivedautonomy and control over expressing views and ideasabout their work and spending time on the job but perceivedlittle influence over budget allocations and shaping organizationalstrategies. They felt administrators and external funding sourcesinfluenced programming. They perceived contributing most toprogram implementation and marketing. The findings from thisstudy have implications for operations and programming in Extensionand other organizational settings

Employee Job Autonomy and Control in a Restructured Extension Organization

This descriptive cross sectional census study identified the perceptions of Extension and Outreach employees of Iowa State University in the United States about job autonomy and control after two years of a major restructuring. Employees perceived autonomy and control over expressing views and ideas about their work and spending time on the job but perceived little influence over budget allocations and shaping organizational strategies. They felt administrators and external funding sources influenced programming. They perceived contributing most to program implementation and marketing. The findings from this study have implications for operations and programming in Extension and other organizational settings