Kansas State University - Royal Purple Yearbook (Manhattan, KS)

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Ruth Hoc in, Dean of Home Economics: 6 Even our proper than- nets arc flexible. Communica• Pons here are so much more open, it ' s easier to go to the top and talk. , ti Roger Mitchell, Vice President for Agriculture: 6 I think it ' s not that the so-called proper channels di- minish our effectiveness — it ' s just that sometimes it ' s better to get out and get the feel of what is so urgent. We ' re aware that it ' s useful to follow both formal and infor- mal channels. , e I .0106 Max Milbourn, to the President: 6 In an organization, the only way you can work in an orderly fashion is through channels. I suppose you could take short cuts but stiff- mately, progress is made that way (through channels). It may seem a little slow at times but when you arrive at a decision, its sounder. It i Robert Kruh, Dean of Graduate School: 6 There ' s not the formality or rigidity that the question implies. When a problem comes up, I ' ve never thought of the existence of channels as an obstacle. 9 .. a i . ! -j eer .- atl Robert Lynn, Dean of Business School: 6 i think that if you work through the channels, you probably get better support for the action you take., ' . Earl NnIting, Director of Center for Student Development: 6 I think that working through channels is to be able to use channels creative- ly and effectively In order to meet needs. I accept them as necessary in a university this sire., David Mugler, Acting Dean of Agriculture: a I don ' t see that it ' s re- duced my effectiveness. Keeping in channels helps from a communication stand- point in both directions and I also think improves my ov er- ctiveness. all effectiveness --, k , Ch Peters, Student Affairs: ice President of 6 The resolution of a situa- lion rather quickly sometimes prohibits you from touching base with all concerned. It hinders efficiency, but you need to be sure that all peo. pie affected by a decision have an opportunity to be in with the decision-making process., 22—administrators

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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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- Robert SIM Llif, Director of Student Health: 4 I ' d say basically that we get into binds in hiring ... The replacement of person- nel comes to mind immedi- ately. Other than that, I can ' t think of any great problems., Donald Rathbone, Dean of Engineering: I think at K•State we have very good communica- lion. We ' re probably one of the best universi ties in the country as far as ease with above and below you. We have the least number of administrative layers required., I) ' a • Iti I . . f, s t afr. ' . WI Al o! number of layers that have to be gone through start where I stand — to the legislature. I ' m deeply committed to us- hat ing channels, but I think that really the message that gets out the other end is so weak that it doesn ' t carry the origi- nal impact. ly Walt Smith, Director of K- Stare Union Operations: 4 I don ' t feel that there is a major stumbling block for the Union in regard to uni- versify policy. If we want changes, they (administration) are probably more flexible with our operation because of the type of operation, in comparison with regular aca- demic departments. 4 . , •• . 11 4 1 2 41 ijj . Jordan (limy, Dean of (duration: 4 I think usually when people get to jumping than- we run Into trouble meeting their needs. 4 William Stamey, Dean of Arts and Sciences : 4 It ' s not my frustration so much as frustration in depart- ments ... I know enough about the system to work through it and get done what 1 need to get done. It ' s most frustrating for new people., 4 • 1 .,.. - .N • Donald Trotter, Dean of Veterinary Medicine: 6 I think that if you don ' t stay in the channels, you get sidetracked to the point where you don ' t get anything done. The checks and bal- ances of a system like this re- quire that. 9 ...ES. • .er l . jt --, Paul Young, Vice President for University Development: 4A lot of the work that I have to do is to accomplish a goal within the system so therefore, I have to work within limitations that may be set, financial or otherwise.,