This chapter provides a conceptual model that academic leaders can use to navigate the complex, and often contentious, organizational terrain of academic program development. The model includes concepts related to the institution's external environment, as well as internal organizational structures, cultures, and politics. Drawing from the…

Building relationships and community collaborations--especially on an institutional level--is a slow and long-term process. These types of innovative, experimental, and long-term collaborations with community organizations and groups often lead art institutions to reflect on the value and place of their institutional structures when engaging in…

Academe has traditionally tended to polarize college employees into two camps: (1) the faculty, who educate; and (2) the staff, who provide services and entertainment. At Colby-Sawyer College, a small private liberal arts institution of 950 students in rural New Hampshire, the us-versus-them mentality was rejected in order to re-envision its…

Describes how a hospital-based first-line manager (head nurse) development program was designed and implemented by using strategies appropriate to the values, norms, and resources within the organization. (JOW)

Describes programmatic model of faculty development that can provide framework for faculty development activities and programs. Suggests that building an organizing structure around specific activities can help identify steps to be taken and move departments toward building type of faculty sought, including developing supporting and nurturing…

Examines the most important internal and external environmental influences directing or hampering national and institutional quality assurance and management developments, as well as their implementation, in the South African higher education system. (EV)

Describes a series of training modules and a process for volunteer advisory boards to assess the current degree to which their organizational structure, policies, and programs are inclusive for diverse audiences. Includes illustrations and assessment tools in 13 appendices. (JOW)

Describes how training managers initiated a senior management development program to help an organization develop a new approach to managing change and upheaval. (Author/JOW)

Examines the organization of quality circles in Italy, the training aspect of these quality circles, and advantages and limitations of quality circles. For successful circles, the author recommends a feasibility study by qualified consultants, an experimental pilot project confined to certain parts of the company, and a fully informed management.…

Suggestions for making the academic planning process at the higher education level more productive include being realistic about what can be accomplished; carefully reviewing past planning efforts; preparing others for change; structuring change over time; and tailoring the model to the circumstances of the changes to be made. Substantive…

Addresses the specific advantages to new hospices of incorporating administrative resource people in the planning and organization phases of their programs. Describes organizational structure and the role of the interdisciplinary team. An annotated bibliography summarizes hospice adminstrative resources and research. (Author/JAC)

Describes the process by which the Towson State University (Maryland) Center for Instructional Advancement and Technology was created and grew to a staff of 10 within 18 months, noting six factors: response to clear need; a range of programs; rapid staffing and facilities provision; high-level administrative leadership; supportive institutional…

Advocates the involvement of the community college president, governing board, administrative staff, faculty, local industry, and appropriate legislators in creating a practical and acceptable internal and external climate for international education programs. Discusses "domestic backlash" as it relates to defining community college boundaries and…

Steps in developing a workplace literacy partnership include (1) creating community awareness; (2) developing organizational readiness; (3) analyzing organizational needs, climate, and resources; (4) negotiating program content, structure, participation, and schedule; (5) setting goals and objectives and planning instruction; and (6) implementing…

Alumni continuing education programs can be self-supporting, but they will not thrive unless faculty and administration appreciate their intrinsic value. Garnering ideas and support from the campus community can be invaluable. The alumni program director's goal is to show that continuing education is an extension of the institution's primary…