The Organizational Structures of Catholic Universities: How Inclusive Are They?

Abstract

This article examines the inclusiveness of the organizational structure of the Universidad Particular Católica de Guadalajara (UPCG). It studies the impact of these structures on educational quality, institutional legitimacy, and adaptability to the contemporary environment, while contrasting market demands with Catholic philosophical principles. A qualitative methodology based on symbolic interactionism and phenomenology was employed. Documentary analysis was conducted on statutes, strategic plans, and accreditation reports. Additionally, semi-structured interviews were conducted with administrators, administrative staff, faculty, students, and parents. Finally, focus groups were organized to explore perceptions of educational quality and inclusion at UPCG. The results show that UPCG's organizational structure has evolved from a simple model to a machine bureaucracy, characterized by an oversized middle line and formalized processes. While this structure aimed to ensure stability and standardization, it generated rigidity, limiting the inclusion of various actors and their capacity to adapt to the context. Administrative staff perceive work overload and a lack of agility in processes. However, the structural rigidity of UPCG hinders its ability to effectively respond to the needs of its stakeholders, affecting the construction of institutional legitimacy. To move towards a more inclusive model, the university must promote active participation, horizontal communication, and flexibility in decision-making, striking a balance between formalization and adaptation to a dynamic environment.