ASSESSING THE POTENTIAL FOR CHANGE 65 Find a way for people to get the job done while feeling good about what they are doing. —Bolman and Deal (2003) Implementing Organizational Change Within the Dean’s Office 5 D eans may feel they possess little control over the many transactions flowing through their office. A dean cannot prioritize every decision or task—from travel and purchasing approvals, to personnel actions, to the daily calen- dar—so they must focus their efforts selectively. Deans do, however, exercise control over the organization of their office staff. Decisions about how many people work in the office, their titles, their responsibilities, and who occupies the positions rest largely in the hands of the dean. Evaluating the effectiveness of your office should not be a one-and-done event because the performance of your staff is central to supporting your faculty, programs, and students. If you find the operation falling short, some changes may be in order. This chapter addresses reorganizing the dean’s office to try to match structure with the functions of the office. Examples of changes are included, with brackets indicating how the change process illustrates one of the Four Frames in an Organization (see Chapter 4). Adding Positions Adding new positions is one of the most problematic changes that can be made in the dean’s office. Regardless of their veracity, accounts in the media point to ballooning administrative positions as compared to faculty lines and how administrative costs are driving up the cost of attending college. In short, adding new positions will be scrutinized. A few things should be kept in mind when considering the number of positions in your office. If you come in as a new dean to a situation where adding new positions has been endorsed by the provost, do not assume everyone will be supportive. Adding