7 research outputs found
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