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R ac e , U n i v e r si t y S y st e m s, a n d Bu r e auc r at ic R e si s ta nc e "my only hesitancy in the matter came out of the question as to whether I would really have the local administrative authority and flexibility to do the kind of strong and sound administrative job that quite obviously UCLA now requires." It was March 21, 1960, three days after Franklin D. Murphy accepted the chancellorship at the University of California, Los Angeles (UCLA), when he shared this concern with regent Edward W. Car ter. Murphy wanted complete autonomy in his future role, but the history of the UC system presidents suggested that may not have been pos si ble. This left Murphy uncertain about who really controlled the campus he had just agreed to lead.1 University of California presidents had long assessed students' activities based on what they deemed appropriate be hav ior rather than whether students learned about demo cratic pro cesses or engaged with social issues. For instance, President Benjamin Ide Wheeler, hired in 1899, included student discipline and student government updates in his annual reports to the governor, and administrators grew more assertive from one president to th

Publisher

Princeton University Press

Published

2020

Language

EN