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Page 22 text:
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The Ivory Tower by Pamela Johnson is the name of the game. Acker plays skill- fully. A $400,000 Edwards Hall expenditure parallel to Straube ' s demise poses a dilemma — how to justify this one? They ' re not competitive in any way, Acker said. The athletic residence hall was one issue, Straube a second. Straube and Smith are separate issues. Smith was not in as deep trouble. We happened to have a chunk of money, more than needed, held in trust, he explained. It could be spent at the express wishes of donors of money endowments. Acker proposed spending half of Smith ' s endowment on capital improvements, and a hike in housing rates to guarantee adequate maintenance for at least a ten-year period. He explained this would not have worked in Straube ' s case. With the fire marshal! review and a need for drastic renovation, we didn ' t have the money to do it unless we pulled money from other scholarship funds, Acker said. Acker ' s rationale is intended to exonerate administra- tive support of Edwards Hall. The athletic council asked that we move away from the concept of an athletic dorm, so we transferred man- agement to housing. We transferred management from the endowment association to the university, he added. It is surrounded by campus property, we can ' t walk away from it as a university. Acker ' s decisions consistently follow his allocation poli- cy. I have two sets of priorities — one that is long time, such as the very existence of eight colleges and the gra- duate school — one priority that won ' t be modified too much. Then you have short time — five to ten-year priori- ties, he said. Among these priorities are such things as improving the appearance of the campus: more trees, thoroughly planned walkways, bike trails, preservation of green space, building identification, signs welcoming people to Kansas State University. Money mandates. Implementation of Acker ' s projects hinge on financial support. We need to promote giving on the part of clientele, Acker said. A third area that I ' m putting quite a bit of attention in is our capability of fund-raising. We have a need for an art center, a small experimental theater, new basketball arena, distinguished professor- ships, scholarships, he said. As with every university administrator, Acker must push his crusades through proper channels. If you go through channels, you acquaint the people along the way with the significance of it. If it is a good thing, then you magnify or amplify its momentum and this causes your request to be better received, he said.
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Page 23 text:
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Does working through proper channels keep you from meeting people ' s needs in the most efficient manner? by Pamela A. Johnson , ialeditorialeditorialeditorialedit I ask who you are , why are you calling, what are your questions, how much time will you • take, when is your deadline? RI K-State administrators boast open-door policy, but press secretaries screen personal contacts. Working through channels to get interviews with the hierarchy is enlightening. Brief phone conversa- tions—four minutes average—disrupt the schedules • , of the same administrators claiming open doors and 4 flocks of drop-ins. Appointments are absolute. output, feedback, give and take, everyone is a potential sounding board. Sentries encourage visit- s- ing the ivory tower, but attempts to remodel pas- t? sageways are unheard of. Big channels breed little channels that grow into 4 status symbols. Some cower behind them, others accept the channel syndrome as the norm. Channels support channels and the maze thickens. :El Administrators are absolutely right—stepping out of channels would snap the grapevine and grate the machinery. Therein lies the crux of the problem. Climate is 2 determined within the context of vocabulary. Ad- ministrators ' use of the term communications to modify machinery is a syntax both contrary and 2, alarming. 4 Machinery connotates a monstrosity of metal, in- t flexible. Only the designers know how to operate ,2 the beast. Layers of buffer, red tape and flak catchers dilute communication. Communications at K-State? One little committee se: in the big world of councils, from the Board of Re- .: gents to president Acker to 20 administrators to de- 1.4 ° partment heads to student organizations to the Kan- sas constituency. The quantity of filters is distressing—who wants a watery message? leponpaielsompaptionpalepionp John Chalmers, Vice President for Academic Affairs: 61f one has a position of some power, then one gets the communication pretty promptly that one wants. I ' m sensitive to the powerless person who feels that he can ' t get to the decision- maker who affects him., Ellsworth CCIMI, Director of Admissions and Records: 4 Going through channels is necessary. I can ' t think of an instance when I ' ve been thwarted by going through channels. That ' s a testimony for the university. , Daniel Beatty, Vice President of Business Affairs: 6 I think that working through the system ' s channels makes it p ossible to provide more efficiently for people ' s needs Sooner or later you have to work through or with the channels of adminktra- tion, or you ' ll have a chaotic state., Bernd Foerster, Dean of Architecture and Design: I think that it ' s part of an administrator ' s job to see if he can make things possible. Sometimes one has to make an end run. I believe that Kansas State University as an institution Is remarkably flexible, and much of the red tape we run into comes out of Topeka.,
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