Repository: UIHistories Project: Board of Trustees Minutes - 1944 [PAGE 184]

EXTRACTED TEXT FROM PAGE:

194^]

UNIVERSITY OF ILLINOIS

B. SECONDARY ORGANIZATION

181

The first four of the six items listed in the Report as "Secondary Organization Weaknesses" concern, for the most part, the Business Office and the Physical Plant Department (Report, pp. 41-54). T h e criticisms of over-organization, scattering of similar functions, illogical grouping of related functions and inadequate lines of authority, therefore, hinge on the action regarding these two offices.

7 ( a ) Comptroller' Biuiness Office In line with the above recommendation regarding the proposed Business Manager, the Administration recommends that the position of Comptroller be continued as the chief financial and business officer of the University, responsible to the President (Review, pp. 123-126). (b) Subordinate Officers— The Review therefore proposes that, in general, the subordinate positions in the Business Office shall be continued as they are, but with a number of minor changes in duties as recommended by the Report (Report, pp. 105-128). The above actions would modify the recommendations of the Report regarding subordinate officers (Report, pp. 66-76). Action: In view of the changes in responsibility noted above, re-examine the functions of subordinate officers in order to achieve the best possible administration of the University (Review, pp. 126-134).

2. Physical Plant Department It is recommended by the Report that the operations of this office be subordinated to the Business Manager and that the duties of a variety of subordinate officers be redefined (Report, pp. 128-129). Action: In view of the action proposed above regarding the Comptroller, continue the Director of the Physical Plant in his present administrative capacities and effect such changes in subordinate positions and sub-divisions as are warranted by a further study of the services of the division (Review, pp. 135-iSi). If these recommendations a r e approved, the Administration believes it can proceed easily and naturally to remedy to the extent necessary the conditions described in the Report as (i) over-organization, (ii) scattering of similar functions, (iii) illogical grouping of related functions, and (iv) inadequate lines of authority. Action: Proceed toward appropriate remedies for the situations described, but within the objective of serving the essential teaching and research activities of the University. The remaining two organization weaknesses cited by the Report as secondary in character are: Organisation of the College of Liberal Arts and Sciences (Item 5 of Report, pp. 55-56) Action: Continue present studies of divisional organization and take such action as the essential purposes of the College may suggest (Review, pp. 87-92). 4- College of Agriculture (Item 6 of Report, pp. 57-61) Action: Study further the appointment of a Vice Director of Extension and otherwise delegate responsibility in the College, the Experiment Station, and Extension as educational and research activities may suggest (Review, pp. 93-97).

C. OPERATING METHODS AND PROCEDURES

3. Diznsional

1. Personnel Policies and Practices (a) Non-Civil Serzice— The Administration denies that "the University's personnel policies and practices are inadequate and incomplete" (Report, p. 175). Action: Continue existing methods of selection of academic personnel according to progressive practice in University circles (Review, pp. 161-163). It is recommended in the Report that the proposed Vice President of Educa-