ABSTRACT
As global education initiatives proliferate, often covering a wide range of activities, issues of structure inevitably emerge. Historically, as have seen, many institutions long avoided a fully articulated global strategy: study abroad was encouraged, under one office; recruitment of international students was a matter for admissions; faculty groups dealt with curricular issues. Coordination challenges often apply as well to discussions of relationships with different parts of the world. In the fall of 2007, a new president at the University of Delaware similarly announced a new strategic planning group—the pattern has become widespread as part of the inception of a new central administration. A number of institutions, including the University of Illinois and the University of Florida, have been working actively on issues of defining organization, with interesting but diverse, often tentative, results. Small wonder that there are various models of administrative structure and that while each has some drawbacks many seem to function adequately.
