Academic Leadership and Governance of Higher Education A Guide for Trustees, Leaders, and Aspiring Leaders of Two- and Four-Year Institutions

ISBN-10: 1579224814

ISBN-13: 9781579224813

Edition: 2013

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Description: To meet the new and rapidly changing demands facing today’s higher education managers and leaders – from department chairs to trustees – this book offers guidance on how to effectively discharge their responsibilities and how to develop their skills for managing their relationships with internal and external stakeholders. It also provides a broad understanding of the structure and functions of their institution and of the appropriate loci of decision-making.The authors go beyond the positions of leadership to emphasize the qualities of creativity, commitment, collaboration, delegation and courage that are essential to steer a unit, college or university through successful and enduring changeRecognizing that the hallmark of higher education in the United States is a diversity of institutional types, this book enables the reader to relate issues of environment, organization and management to his or her specific institution, from not only the presidential perspective, but from the vantage point of trustees, provosts, vice presidents, deans, and department heads. By covering all these functions—as well as the role of external stakeholders—in a single volume, this book offers readers a comprehensive view of how institutions respond to external forces and internal issues, and how these impact organizational structure, functions and decision-making in their roles, and the institution at large.The book is informed by these three essential principles:• Sound institutional decisions must be based on a clearly articulated mission and set of core values;• Successful institutional adaptation to a changed environment must be grounded and aligned with the fundamental mission and core values; and• Successful academic leaders must be able to create and foster partnerships, bringing diverse individuals and interests together around a shared vision and mission grounded in common values.This handbook is divided into five units. The first introduces the reader to the scholarly field of higher education and establishes the contextual framework for the rest of the book. The second investigates the multifaceted and often complex relationships that exist between institutions of higher learning and the external constituencies. The third focuses how college and university presidents and their board of trustees keep an institutional mission focused while adapting to changes in the environment, while the fourth analyzes how colleges and universities fulfill their core mission through shared democratic partnerships. The concluding unit concerns how effective academic leaders implement their institution’s academic mission.Both scholarly and accessible, this book is intended to be of interest to a broad audience, ranging from graduate students in higher education administration programs to members of institutional governing boards, and everyone in leadership positions in between.All of the authors have completed graduate work in a higher education administration program, and collectively have had experience with academic administration at every level through to the university presidency. Two of the authors are currently faculty in leading higher programs teaching classes in administration and organizational theory and have published widely in the scholarly field. One has been a member of a governing board.

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Book details

Copyright year: 2013
Publisher: Stylus Publishing, LLC
Publication date: 11/7/2012
Binding: Hardcover
Pages: 448
Size: 6.25" wide x 9.25" long x 1.25" tall
Weight: 1.892
Language: English

Robert M. Hendrickson is a professor of Education in Higher Education and Senior Scientist in and Interim Director of the Center for the Study of Higher Education at Penn State. His research and teaching interests include legal issues, organizational theory, administration and governance, and faculty employment issues. He has published a number of articles, monographs, and books. From 2001 thru 2007 he served as Associate Dean for Graduate Programs, Research, and Faculty Development within the College of Education. During his tenure as Associate Dean, six graduate programs were ranked in the top 10 in the US News rankings, and research awards grew from $4 million in 2001 to $18 million in 2007. Prior positions include head of the Department of Education Policy Studies for eight years and professor-in-charge of the Higher Education Program for nine years. Dr. Hendrickson has directed a number of doctoral dissertations, several of which have won outstanding dissertation awards. His former students serve in faculty or administrative positions in the United States and foreign countries and several are presidents of colleges and universities.

James T. Harris is President and Professor of Education at Widener University. Under his leadership, Widener has been recognized by The Chronicle of Higher Education as a "Best College to Work For," and Newsweek ranked Widener in the top 10 nationally for community service. Prior to his appointment at Widener, he served as President of Defiance College. Dr. Harris has served on the national boards of the Campus Compact, the NCAA, the National Association of Independent Colleges and Universities, the Coalition of Urban and Metropolitan Universities and the Council for Advancement and Support of Education (CASE). He has earned numerous awards, including being named as one of the top 50 character-building presidents in America by the Templeton Foundation and the Chief Executive Leadership Award from CASE. Dr. Harris has published over 20 academic articles and chapters and has been a faculty member in the Harvard University Management Development Program for over a decade. He earned degrees from the University of Toledo, Edinboro University of Pennsylvania, and Pennsylvania State University.

Richard H. Dorman is the 14th president of Westminster College.

Acknowledgments
Foreword
Academic Leadership and Its Consequences
Introduction
Three Essential Principles
Organization of This Book
History, Politics, Globalization, and Organizational Theory in Higher Education
Principles of Academic Leadership
Conflicting Goals, Ambiguous Aims
Importance of Being Mission Driven
Adjusting to an Ever-Changing Environment
Importance of Democratic Partnerships in Advancing the Academy
Understanding Academic Organizations
Academic Institutions as Organizations: History, Typology, and Characteristics
Historical Development of the Academic Institution
The Nature of Organizations
Environment
Strategy and Goals
Work and Technology
Formal and Informal Structures
People
Organizational Boundaries and Systems
The Study of Academic Organizations
Theories About Academic Organizations
Organized Anarchy
Loosely Coupled Systems
Professional Bureaucracy/Adhocracy
Characteristics of Academic Organizations
Goal Ambiguity
Client-Focused Missions
Highly Professionalized Staff
Unclear Decision-Making Processes
Environmental Vulnerability
Organizational Culture and Climate in Higher Education
Operating Structures of Colleges and Universities: Administrative Units and Governance Models
Administrative Units
Academic Affairs
Athletics
Auxiliary Services
Finance and Administration
Facilities Management
Institutional Development
Student Affairs
Other Units
Models of Academic Governance
The Bureaucratic Model
The Collegial Model
The Political Model
Decision Making and Academic Leadership
Leading in a Bifurcated Organization
Decision Making in Academic Organizations
Learning to Frame Situations
Conclusion
Global Engagement of Colleges and Universities
Global Growth and Importance of Higher Education
Defining Terminology
Organizing the Internationalization of Colleges and Universities
Types of Mobility: Students, Faculty, Programs, and Institutions
Students
Faculty
Programs
Institutions
Accreditation and Federal Regulations
Accreditation
Study Abroad Liability
Federal Financial Aid
SEVIS Program
Export Control Laws
Conclusion
External Constituencies
Federal Engagement in Higher Education
The Evolution of Federal Engagement in Higher Education
Primary Areas of Federal Engagement
Access
Accountability and Oversight
Research and Innovation
Institutional Development
International Engagements
Primary Departments and Agencies for Federal Engagement
Department of Agriculture
Department of Energy
Department of Defense
National Institutes of Health
National Science Foundation
The Future of Federal Involvement
State and Local Governments' Relationship With Higher Education
State Actors and Institutions
Government Actors
Legislative Branch
Executive Branch
Nongovernmental Actors
State Governance of Higher Education
Governing Boards
Coordinating Boards
Community College Governance
Institutional Licensure
Quality Assurance and Accountability
State Funding
State Aid to Students
State Support of Private Institutions
Future Issues
The Courts and Higher Education
The Legal System in the United States
The Courts' Historical Involvement With Higher Education
Federalism and State Authority in Public Education
Student Issues
Student Due Process Rights
Academic Dismissal
Discrimination in Admissions
Gender Discrimination
Faculty Employment Issues
Academic Freedom and First Amendment Speech
Academic Freedom
First Amendment Employee Rights
Disruptive Speech
Faculty Contracts
Denial of Tenure
Tenure and Termination for Cause
Collective Bargaining
Employment Discrimination
Title VII of the Civil Rights Act of 1964
Disparate Impact
Disparate Treatment
Retaliation
Title VII Summary
Equal Pay Act of 1963
Equal Pay Class Action Suits
Age Discrimination
Discrimination Based on a Disability
Sexual Harassment
Hostile Work Environment
Quid Pro Quo Sexual Harassment
Tide IX of the Education Amendments of 1972
Legal Issues and Board Governance
Board Member Selection
Fiduciary Duty
Open Meeting and Sunshine Laws
Conclusion
The Engaged College or University
Three Educational Movements
Educating Responsible Citizens
Service-Learning and Community-Based Learning
Engaging the Community Through Democratic Partnerships
External Influences and the Role of Supporting Organizations
Evaluation and the Role of Accrediting Bodies
Membership Organizations
Regional Compacts
Consortia
Institutional Membership Organizations
Professional Membership Organizations
Foundations
Conclusion
The Boundary Spanners
Trusteeship
Historical Foundations of Lay Governance
Public, Private, and Coordinating Boards
Roles and Responsibilities of Governing Boards
Ensuring Outstanding Leadership
Articulating the Institution's Mission
Maintaining Financial Solvency
External Relations
Self-Assessment
Board Effectiveness
Future Challenges
The Academic Presidency
Increasing Demand and Diminishing Interest
The Changing Nature of the Academic Presidency
The Role of the Academic President
Demonstrating Respect for Mission and Culture
Using Symbols to Advance Institutional Objectives
Shared Governance: The Creation of Democratic Partnerships
Integral Leadership and Emotional Competency
Developing and Retaining Academic Presidents
The Future of the Academic Presidency
The Academic Core
Governance of the Academic Core
The Concept of Shared Governance
Shared Governance Versus Corporate Governance
The Faculty Senate in Shared Governance
The CAO
Academic Deans
Responsibilities of Academic Leaders
Curriculum Coordination and Planning
Governance and Research Policy
Developing Interdisciplinary Collaboration
Conclusion
Academic Departments and Departmental Leadership
The Nature of Academic Departments
Departments as Systems
Departmental Culture and Climate
The Role of the Department Chair and Leadership
Department Chairs and Department Heads
The Department Chair s Role
Creating a Culture of Adaptation and Change
Developing a Shared Vision and Mission
Embracing Conflict Toward Problem Resolution
Developing an Academic and Intellectual Community
Fostering Growth and Professional Development
Developing Evaluation Processes and Strategic Plans
Department Faculty
Recruiting and Hiring
Annual Reviews
Promotion and Tenure
Posttenure Review
Fostering the Academic Work of the Department
Conclusion
The Faculty
Cultural Influences on Faculty Work
The Faculty's Institutional Role
The Nature of Faculty Work
The Changing Nature of the Faculty Position
Contingent Versus Tenure-Track Faculty
Faculty Demographics
Faculty Retirements
Faculty Employment Issues
A Faculty Employment Plan
Discrimination in Employment
Academic Freedom and the First Amendment
Faculty Governance
Faculty Reward Structures
Annual Reviews and Merit Pay
Promotion and Tenure
Posttenure Review
Faculty Development
Faculty and Civic Engagement
Enhancing Teaching and Learning Through Technology
Conclusion
Implementation of the Academic Mission
The Student Experience
College Students in the 21st Century
The Purpose of Education
Historical Considerations
Theories of Student Development
Student Development and the Curriculum
General Education
The Academic Plan
Student Development and Persistence
Student Development and the Cocurriculum
The College Experience and Student Change
Conclusion
Planning, Assessment, and Budgeting
National Priorities and Higher Education's Response
The Growing Need for Strategic Planning and Accountability
A Sense of Purpose and a Deliberate Process
Developing an Appropriate Planning Model
Developing a Culture of Evidence: The Value of Assessment
Linking Planning and Assessment to Budgeting
Conclusion
About the Authors
Index
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