This document summarizes an interview study of the Student Activities Office at Boston College of Technology. It includes organization charts of the college and Student Activities Office. Key points from the interviews are discussed through four frames: structural, human resource, political, and symbolic. The office aims to develop students holistically by bringing balance to their lives and improving communication and leadership skills. Some challenges mentioned include the office not being viewed as important, difficulties with promotions, and potential finance dilemmas.

1. Study of Student Activities Office in
Boston College of Technology
Xia He
May 3 2013
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2. Interviewees
• Names are made-up names
• Dates: Mar.4th and Apr. 2nd
• Lilac, Associate Dean and Director
• Andrea, Assistant Director for Leadership
Programs
• Cathy, Financial Assistant
• Dylan, Assistant Director of Finance
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3. 33
President
Chancellor
Dean of Undergraduate
Education
Dean of Graduate
Education
Dean of Resident
Life
Director of Digital
Learning
Administration
Athletic
Department
Resident Life and
Dining
Student Development
and Support
Student Activities
Office
Organization Chart of Boston College of Technology

4. Organization Chart of Student Activities Office
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Assistant Dean and
Director
AD for Leadership
Program
AD for Diversity &
Inclusion
Program
Coordinator
Assistant Director
of Finance
Administration
Dean for Student
Life
Student Development
and Support
AD for Community
Events

5. Structural Frame
• Not viewed important in the institution
• Lateral
• Finance role
• Hard for promotions
--faculty involvement
--budget
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6. Human Resource Frame
• Open communication
--one-on-one meetings, staff meetings, annual
review
• Respect
• Restructure responsibilities
• Confrontational issue
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7. Political Frame
• Conflicts are healthy
• Conflicts are resolved through open
communication
• Authority needs to be emphasized at times
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8. Symbolic Frame
• Develop students as a whole person
• Bring balance to students’ lives
• Improve communication and leadership
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9. Conclusion
• Lean and healthy
• Authority is not exercised strongly
• Is it true about promotions?
• Finance dilemma?
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