Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Acknowledgments | p. xv |
Foreword | p. xix |
Academic Leadership and Its Consequences | p. xix |
Introduction | p. 1 |
Three Essential Principles | p. 2 |
Organization of This Book | p. 3 |
History, Politics, Globalization, and Organizational Theory in Higher Education | p. 5 |
Principles of Academic Leadership | p. 7 |
Conflicting Goals, Ambiguous Aims | p. 8 |
Importance of Being Mission Driven | p. 9 |
Adjusting to an Ever-Changing Environment | p. 11 |
Importance of Democratic Partnerships in Advancing the Academy | p. 13 |
Understanding Academic Organizations | p. 18 |
Academic Institutions as Organizations: History, Typology, and Characteristics | p. 20 |
Historical Development of the Academic Institution | p. 21 |
The Nature of Organizations | p. 24 |
Environment | p. 24 |
Strategy and Goals | p. 25 |
Work and Technology | p. 25 |
Formal and Informal Structures | p. 26 |
People | p. 26 |
Organizational Boundaries and Systems | p. 27 |
The Study of Academic Organizations | p. 28 |
Theories About Academic Organizations | p. 29 |
Organized Anarchy | p. 29 |
Loosely Coupled Systems | p. 29 |
Professional Bureaucracy/Adhocracy | p. 30 |
Characteristics of Academic Organizations | p. 31 |
Goal Ambiguity | p. 31 |
Client-Focused Missions | p. 32 |
Highly Professionalized Staff | p. 32 |
Unclear Decision-Making Processes | p. 33 |
Environmental Vulnerability | p. 33 |
Organizational Culture and Climate in Higher Education | p. 34 |
Operating Structures of Colleges and Universities: Administrative Units and Governance Models | p. 37 |
Administrative Units | p. 38 |
Academic Affairs | p. 38 |
Athletics | p. 39 |
Auxiliary Services | p. 40 |
Finance and Administration | p. 40 |
Facilities Management | p. 40 |
Institutional Development | p. 40 |
Student Affairs | p. 41 |
Other Units | p. 41 |
Models of Academic Governance | p. 42 |
The Bureaucratic Model | p. 42 |
The Collegial Model | p. 43 |
The Political Model | p. 44 |
Decision Making and Academic Leadership | p. 46 |
Leading in a Bifurcated Organization | p. 47 |
Decision Making in Academic Organizations | p. 49 |
Learning to Frame Situations | p. 50 |
Conclusion | p. 52 |
Global Engagement of Colleges and Universities | p. 56 |
Global Growth and Importance of Higher Education | p. 59 |
Defining Terminology | p. 62 |
Organizing the Internationalization of Colleges and Universities | p. 65 |
Types of Mobility: Students, Faculty, Programs, and Institutions | p. 68 |
Students | p. 69 |
Faculty | p. 70 |
Programs | p. 71 |
Institutions | p. 72 |
Accreditation and Federal Regulations | p. 73 |
Accreditation | p. 73 |
Study Abroad Liability | p. 74 |
Federal Financial Aid | p. 75 |
SEVIS Program | p. 76 |
Export Control Laws | p. 76 |
Conclusion | p. 77 |
External Constituencies | p. 83 |
Federal Engagement in Higher Education | p. 87 |
The Evolution of Federal Engagement in Higher Education | p. 89 |
Primary Areas of Federal Engagement | p. 94 |
Access | p. 96 |
Accountability and Oversight | p. 97 |
Research and Innovation | p. 100 |
Institutional Development | p. 102 |
International Engagements | p. 104 |
Primary Departments and Agencies for Federal Engagement | p. 105 |
Department of Agriculture | p. 106 |
Department of Energy | p. 106 |
Department of Defense | p. 107 |
National Institutes of Health | p. 107 |
National Science Foundation | p. 108 |
The Future of Federal Involvement | p. 108 |
State and Local Governments' Relationship With Higher Education | p. 113 |
State Actors and Institutions | p. 114 |
Government Actors | p. 114 |
Legislative Branch | p. 114 |
Executive Branch | p. 116 |
Nongovernmental Actors | p. 117 |
State Governance of Higher Education | p. 118 |
Governing Boards | p. 119 |
Coordinating Boards | p. 121 |
Community College Governance | p. 122 |
Institutional Licensure | p. 123 |
Quality Assurance and Accountability | p. 126 |
State Funding | p. 127 |
State Aid to Students | p. 128 |
State Support of Private Institutions | p. 129 |
Future Issues | p. 131 |
The Courts and Higher Education | p. 138 |
The Legal System in the United States | p. 139 |
The Courts' Historical Involvement With Higher Education | p. 139 |
Federalism and State Authority in Public Education | p. 141 |
Student Issues | p. 143 |
Student Due Process Rights | p. 144 |
Academic Dismissal | p. 146 |
Discrimination in Admissions | p. 146 |
Gender Discrimination | p. 149 |
Faculty Employment Issues | p. 149 |
Academic Freedom and First Amendment Speech | p. 150 |
Academic Freedom | p. 150 |
First Amendment Employee Rights | p. 151 |
Disruptive Speech | p. 151 |
Faculty Contracts | p. 152 |
Denial of Tenure | p. 153 |
Tenure and Termination for Cause | p. 155 |
Collective Bargaining | p. 156 |
Employment Discrimination | p. 157 |
Title VII of the Civil Rights Act of 1964 | p. 158 |
Disparate Impact | p. 158 |
Disparate Treatment | p. 159 |
Retaliation | p. 160 |
Title VII Summary | p. 160 |
Equal Pay Act of 1963 | p. 160 |
Equal Pay Class Action Suits | p. 162 |
Age Discrimination | p. 163 |
Discrimination Based on a Disability | p. 164 |
Sexual Harassment | p. 165 |
Hostile Work Environment | p. 166 |
Quid Pro Quo Sexual Harassment | p. 167 |
Tide IX of the Education Amendments of 1972 | p. 168 |
Legal Issues and Board Governance | p. 168 |
Board Member Selection | p. 169 |
Fiduciary Duty | p. 170 |
Open Meeting and Sunshine Laws | p. 170 |
Conclusion | p. 171 |
The Engaged College or University | |
Three Educational Movements | p. 181 |
Educating Responsible Citizens | p. 181 |
Service-Learning and Community-Based Learning | p. 186 |
Engaging the Community Through Democratic Partnerships | p. 191 |
External Influences and the Role of Supporting Organizations | p. 199 |
Evaluation and the Role of Accrediting Bodies | p. 201 |
Membership Organizations | p. 208 |
Regional Compacts | p. 208 |
Consortia | p. 209 |
Institutional Membership Organizations | p. 211 |
Professional Membership Organizations | p. 213 |
Foundations | p. 214 |
Conclusion | p. 217 |
The Boundary Spanners | p. 219 |
Trusteeship | p. 221 |
Historical Foundations of Lay Governance | p. 223 |
Public, Private, and Coordinating Boards | p. 225 |
Roles and Responsibilities of Governing Boards | p. 227 |
Ensuring Outstanding Leadership | p. 229 |
Articulating the Institution's Mission | p. 232 |
Maintaining Financial Solvency | p. 232 |
External Relations | p. 233 |
Self-Assessment | p. 234 |
Board Effectiveness | p. 236 |
Future Challenges | p. 240 |
The Academic Presidency | p. 243 |
Increasing Demand and Diminishing Interest | p. 244 |
The Changing Nature of the Academic Presidency | p. 245 |
The Role of the Academic President | p. 248 |
Demonstrating Respect for Mission and Culture | p. 250 |
Using Symbols to Advance Institutional Objectives | p. 253 |
Shared Governance: The Creation of Democratic Partnerships | p. 255 |
Integral Leadership and Emotional Competency | p. 258 |
Developing and Retaining Academic Presidents | p. 261 |
The Future of the Academic Presidency | p. 264 |
The Academic Core | p. 267 |
Governance of the Academic Core | p. 269 |
The Concept of Shared Governance | p. 270 |
Shared Governance Versus Corporate Governance | p. 272 |
The Faculty Senate in Shared Governance | p. 275 |
The CAO | p. 277 |
Academic Deans | p. 279 |
Responsibilities of Academic Leaders | p. 281 |
Curriculum Coordination and Planning | p. 282 |
Governance and Research Policy | p. 283 |
Developing Interdisciplinary Collaboration | p. 284 |
Conclusion | p. 286 |
Academic Departments and Departmental Leadership | p. 290 |
The Nature of Academic Departments | p. 290 |
Departments as Systems | p. 291 |
Departmental Culture and Climate | p. 293 |
The Role of the Department Chair and Leadership | p. 294 |
Department Chairs and Department Heads | p. 294 |
The Department Chair s Role | p. 295 |
Creating a Culture of Adaptation and Change | p. 296 |
Developing a Shared Vision and Mission | p. 296 |
Embracing Conflict Toward Problem Resolution | p. 297 |
Developing an Academic and Intellectual Community | p. 298 |
Fostering Growth and Professional Development | p. 298 |
Developing Evaluation Processes and Strategic Plans | p. 299 |
Department Faculty | p. 299 |
Recruiting and Hiring | p. 299 |
Annual Reviews | p. 301 |
Promotion and Tenure | p. 303 |
Posttenure Review | p. 304 |
Fostering the Academic Work of the Department | p. 305 |
Conclusion | p. 306 |
The Faculty | p. 311 |
Cultural Influences on Faculty Work | p. 311 |
The Faculty's Institutional Role | p. 312 |
The Nature of Faculty Work | p. 315 |
The Changing Nature of the Faculty Position | p. 316 |
Contingent Versus Tenure-Track Faculty | p. 316 |
Faculty Demographics | p. 319 |
Faculty Retirements | p. 321 |
Faculty Employment Issues | p. 322 |
A Faculty Employment Plan | p. 322 |
Discrimination in Employment | p. 323 |
Academic Freedom and the First Amendment | p. 324 |
Faculty Governance | p. 326 |
Faculty Reward Structures | p. 326 |
Annual Reviews and Merit Pay | p. 326 |
Promotion and Tenure | p. 327 |
Posttenure Review | p. 329 |
Faculty Development | p. 330 |
Faculty and Civic Engagement | p. 330 |
Enhancing Teaching and Learning Through Technology | p. 331 |
Conclusion | p. 332 |
Implementation of the Academic Mission | p. 339 |
The Student Experience | p. 341 |
College Students in the 21st Century | p. 342 |
The Purpose of Education | p. 344 |
Historical Considerations | p. 347 |
Theories of Student Development | p. 350 |
Student Development and the Curriculum | p. 354 |
General Education | p. 354 |
The Academic Plan | p. 359 |
Student Development and Persistence | p. 360 |
Student Development and the Cocurriculum | p. 363 |
The College Experience and Student Change | p. 366 |
Conclusion | p. 368 |
Planning, Assessment, and Budgeting | p. 374 |
National Priorities and Higher Education's Response | p. 375 |
The Growing Need for Strategic Planning and Accountability | p. 376 |
A Sense of Purpose and a Deliberate Process | p. 378 |
Developing an Appropriate Planning Model | p. 380 |
Developing a Culture of Evidence: The Value of Assessment | p. 384 |
Linking Planning and Assessment to Budgeting | p. 387 |
Conclusion | p. 389 |
About the Authors | p. 393 |
Index | p. 397 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.