Philip DiSalvio, Ed.D. 
Dean
University College
University of Massachusetts Boston
The ground has shifted in fundamental ways in higher education and it is becoming increasingly evident that strategic structural reorganization will play an important role in the financial survival of many institutions. Just as the hospital industry in the 1980s strategically transformed its organizational structures as a result of changes in funding, a similar paradigm shift is occurring in higher education.
Consider the relationship between strategy (i.e., actions that achieve organizational goals) and structure (i.e., organizational design). The principle of “strategy following structure” is emblematic of traditional higher education. Institutions typically take inventory of their available resources and, in turn, respond by introducing new learning offerings based on that availability.
Understanding the close links between strategy, structure, and the environment, it makes sense that organizational structure should expand options rather than constrain the strategic choices institutions can make. In a harsh higher education environment posed by funding shortfalls and fierce competition, higher education institutions must be optimally structured to meet those challenges. Accordingly, the principle of structure following strategy may be more fitting in the current higher education environment.
Given that organizational structure influences efficiency, effectiveness, and market agility, many higher education institutions are ripe for the academic side of their operation to look closely at their organizational structure — and to ask whether their structure is aligned with the ability to keep their competitive edge, capture niche markets, and leverage internal strengths.
What organizational designs best leverage key areas of strength? What college structures best sharpen the strategic focus of the institution and position the institution to take advantage of future opportunities — and gain a competitive advantage?
These questions are particularly relevant in a time where public institutions are receiving less state funding and private independents are looking for ways to bolster their bottom lines.
This series explores these questions through a case study that chronicles a “structure following strategy” approach — i.e., the reconstitution of a continuing education division into a degree-granting academic unit (i.e., a college).
Intended for higher education leaders and practitioners, this series describes the transition and provides an analysis of the implications of such a reorganization strategy. The insights and ideas drawn from the structural organizational change — from a division to a college — and an account of the ongoing challenges, opportunities and effects of such a strategy may be helpful to higher education leaders considering a similar reorganization strategy.
Each article in the series will address aspects of the transition and associated leadership issues. Upcoming articles in the series include:
- Making the Case for Structural Organizational Change — Reconstituting a Division into a College
- Transitioning from an Entrepreneurial Identity to an Academic Identity — Launch Milestones and Leadership Transitions
- Managing the Organizational Challenges & Leveraging the Opportunities in a Reconstituted Unit
- Considering a Similar Reorganizational Strategy — Lessons From the Field
NEXT: Making the Case for Structural Organizational Change — Reconstituting a Division into a College
About Philip DiSalvio, Ed.D.
When Philip DiSalvio graduated from the University of Massachusetts Boston in 1971, he never would have imagined that he would be returning in 2011 as founding dean of University College.
When DiSalvio was an undergraduate student, UMass Boston hadn’t yet moved to the campus on Columbia Point. Still, whether in Park Square or Columbia Point, DiSalvio says the university feels like home.
“It’s a place that has enormous diversity, excitement, and passion for education,” he says.
Since arriving at UMass Boston in August, DiSalvio has spent much of his time getting to know the campus, interacting with colleagues and students, and blending into the academic life of the university with membership in key senior administrator groups such as the Chancellor's Leadership Group, the Deans Group, and the Academic Council.
Statistics from the U.S. Department of Education show that adult students are the fastest growing educational demographic, and these numbers are steadily increasing. For most adult learners, University College (formerly the Division of Continuing, Corporate, and Distance Education) is the point of entry into UMass Boston.
“At a time when adult ‘non-traditional’ students are a growing presence on college campuses, University College, as UMass Boston’s newest college, plays a vital role in the future of UMass Boston. Today, the new 'traditional' student is not the 18- to 21-year-old; instead it is adult learners who comprise the majority of students in higher education,” DiSalvio says.
In addition to serving the adult, non-traditional learner, University College coordinates and administers summer and winter sessions at the university and its off-campus locations, assists the university in developing innovative new programs, and facilitates interdisciplinary efforts across the campus. With its expertise in online learning and a focus on international and study abroad programs, University College provides learning opportunities to students across the campus, region, and the world.
DiSalvio’s short-term goals include working with the provost and his colleagues to further the university’s strategic plan and to identify the learning needs of students. This would mean working toward the development of degree and certificate programs in emerging professions, such as sustainability and instructional design, and identifying new ways to help adult and professional students advance their careers.
“The University College mission is to provide a wide range of professional, relevant, and personally fulfilling courses; to provide flexible learning options through online learning and technologically progressive programs; and to focus on certificates and degrees centered on the needs of the adult student,” DiSalvio says.
DiSalvio has more than 25 years of experience in professional education, graduate teaching, and program development. He most recently worked at Seton Hall University, where he served as dean of the Division of Continuing Education; the director of SetonWorldWide, Seton Hall’s online campus; and an assistant provost. He joined the Seton Hall faculty in 1985, serving as first assistant professor, then tenured professor, graduate director, and chairperson.
In addition to a BA in psychology from UMass Boston, DiSalvio holds an EdD from Harvard University Graduate School of Education in administration, planning and social policy, a post-doctoral faculty fellowship in health policy and management from Johns Hopkins University, and a MEd from Northeastern University.
DiSalvio’s primary goal for University College is to provide students with access to a high quality-educational experience that will enrich their lives and to help them attain their personal and professional goals.
Dr. DiSalvio,
Looking forward to reviewing your research findings in this entrepreneurial aspect of our profession. Thanks.
Lois
The introduction to the upcoming series has certainly got my attention. I look forward to the series, as these are issues in many countries.
Trends in HE are increasingly showing that programmes offered at Universities and other HE institutions are taking cognizance of the need for closer linkages and cognition of labour market drivers, scarce and critical skills development for economic growth and the alignment of programmes to meet these imperatives, as well as research and academic imperatives.
Regards
Shirley Lloyd
I am very interested in this series. I’ve had experience with structures that are centralized and decentralized and appreciate the challenges and opportunities in both. I look forward to reading about your thinking and how you moved strategy based on structural change.