This paper is about the new reforms in Iran's Higher Education management system -Transition from centralized to University Based management. This subject is important since the Ministry of Science, Research and Technology of Iran is started to introducing new policy with intention of improving and enhancement of Iranian universities management toward independent and self regulation system. In fact, changes in the society, globalization and technology put higher education management in a challenging situation. It is now widely accepted that the piecemeal adaptation of university management which characterized that reform movement has been ineffective. Using different models of decision-making in higher education by different countries namely " collegial model, political model, bureaucratic model and entreneuril model are indicators of the importance of changes in management (Sanyal, 1998). Also we are witnessing a new policies and trends which emphasizing on diminishing the government power and intervention and encouraging universities independence in policy making and accountability. Looking at innovation such as strategic management and particularly application of Total quality management in higher education means that higher education is under pressure form different aspects, such as new missions for the universities, new organizational structure, strong rivals, students expectation and education, teaching and renewed roles for faculty members, recruitment of faculty members and other staff, financing and links with industry Six main categories of theories of change assist in understanding, describing, and developing insights about the change process: (1) evolutionary, (2) teleological, (3) life cycle, (4) dialectical, (5) social cognition, and (6) cultural. Each model has a distinct set of assumptions about why change occurs, how the process unfolds, when change occurs and how long it takes, and the outcomes of change. (Kezar , 2001; Morgan, 1986; Carnall, 1995; Bolman's and Deal's ,1991). In light of these distinctive organizational features and models, higher education institutions would seem to be best interpreted through cultural, social-cognition, and political models The current situation of Iran's higher education and the new decision in relation to decentralising management system could be a new reform that puts universities in a new position. Since, such reform is rooted in the political, social, economical and cultural backgrounds. Thus, in order to understand its outcomes it is necessary to find out the impacts of these phenomena on adopting policy of university based management. In fact, Shared decision making (University Based Management) has become a centerpiece of efforts across the nation to improve Iran's higher education inistitutions. This policy brief considered within the framework of the four types of distinguished policies and also six models of changes. Therefore the following questions in light of current research and practice of UBM in Iran will be addressed: 1) What are the ideals and assumptions that underlie this form of governance structure?2) what do universities hope to accomplish through the implementation of UBM? Or what are realistic expectations regarding outcomes of UBM?3) What are the enabling conditions and barriers involved in its implementation? How can the structural changes be made to support changes in UBM ?4) What skills (and how will they be acquired) are necessary to effectively realize University Based Management ?