IMPLEMENTING ORGANIZATIONAL CHANGE WITHIN THE DEAN’S OFFICE 73 dean likely would be accepted by the faculty. Ultimately, the new dean shifted the college to a divisional dean structure. Another approach to the limitations inherent in moving away from a functional dean structure was used by Bret Danilowicz when he settled in as dean at Oklaho- ma State University. In place of changing the existing functional model, he delegated and empowered associate deans with specific areas of budgetary control and deci- sion-making authority. For example, one associate dean is now charged with oversee- ing the budget for contingent faculty and those staffing responsibilities, and another with overseeing the Facilities & Administrative budget and its deployment. Although they still check in with Bret on larger strategic decisions, this approach frees him to be timely in his responses to department chairs and faculty. It does not address the lim- itations of the functional model, but it illustrates there is flexibility within any struc- ture to try to improve operations without going through a major structural change. A different approach was used in the College of Arts and Sciences at Baylor Uni- versity. The dean recognized some type of change was needed as the volume of work coming into the office was too much to be handled by a dean and his five associate deans. In the existing structure, there were four functional associate deans, an execu- tive associate dean was looking after the humanities, and the dean himself was over- seeing the sciences. He received approval from the provost to add staffing and make necessary organization changes to address the volume of work. With the provost’s approval for increased staffing in hand, he met with the dean of Arts and Sciences at a peer institution to discuss the divisional dean model used at his college. After conversation with a few of his department chairs, but without discussion with faculty, the dean implemented the change to an organizational struc- ture of two divisions. The new structure shifted the existing executive associate dean to one of the new divisional dean slots, required an appointment to a new divisional associate dean position and the appointment of a new administrative assistant to the divisional associate deans. The office now totaled four functional and two divisional associate deans. Following the change, the work of the office was more streamlined, faculty had more regular contact with the divisional deans and the dean had more time for fund- raising and strategic planning. The office received little pushback from departments or faculty about the new organizational structure—although the dean received some criticism concerning how the new divisional deans were appointed. In an example of reorganization in the opposite direction, the dean of Arts and Sciences at a small private university found the existing divisional model was becom- ing a hindrance to performance. The four associate deans who oversaw four divisions seemed more focused on their divisions than on outcomes for the college as a whole. Realizing that once the focus of these individuals had shifted it would be difficult to redirect, the dean changed the structure to a functional one using three associate deans, with the department heads reporting to the dean. This change removed the