Erasmus+, the European Union's mobility program has been researched extensively (e.g., De Wit, 2020), yet mobility program coordinators at higher education institutions responsible for student, faculty, and staff exchanges remain under-researched. This comparative study showcases a Romanian-U.S. Erasmus + partnership established between…

Research on Asian American and Native American Pacific Islander Serving Institutions (AANAPISIs) has primarily focused on student-level experiences and outcomes. The current study shifts the gaze from the impact of programs on students to the execution of those programs by focusing on practitioners--program directors (PDs)--that manage the…

This paper reports the results of a study to identify the extent to which organizations that develop educational/training products are committed to project management, as measured by their project management implementation maturity, as a methodology that is separate and distinct from the processes of instructional design. A Web survey was…

The purpose of this research was to explore the paths taken by individuals who hold administrative positions in post-secondary honors education programs. The research sought common professional and educational experiences that current honors education program administrators believe prepared them for the position. This study included the…

The role of the university research administrator has evolved from that of "mediator-expeditor" among faculty, university, and sponsor to that of regulator of the grants process. This has had a significant impact on the kinds of research administration jobs available, characteristics of research administrators, and nature and content of…

A job description of the director of continuing education in Illinois District 214 is presented. (LH)

Media professionals will have an effective impact upon education if they extend their administrative functions of organizing and controlling to include the managerial functions of planning and motivating. The successful media manager needs knowledge and skills in three areas--technical, human, and conceptual. (CMV)

Advice for alumni program directors to increase productivity and counter negative images includes developing a long-range plan for budget-building, being flexible enough to seize opportunities, building a base of support within the institution, cultivating support among senior administrators, building on successes and expecting excellence, and…

To determine how English department chairmen perceive the role of the freshman English director, a study surveyed English department chairmen from 250 randomly selected medium/small to large universities nationwide, representing every state (with a 54% response rate). The questionnaire solicited data about the tasks and responsibilities of…

Despite considerable federal support for educational innovations, few innovations persist beyond the period of federal funding. The non-persistence and premature termination of so many innovations make it desirable to determine managerial strategies that may work to ensure that innovations believed to make a difference in solving educational…

Analysis of administrators' social styles is discussed according to behavior theory. The analysis can be used as a tool for research administrators to use in gaining acceptance of innovative ideas at higher administrative levels. (MSE)

Evaluation can serve a variety of educational management questions, but an administrator's ability to use evaluation as a management tool depends not only upon his or her own perception of evaluation but also on the perceptions of other potential evaluation users in the system. Research has uncovered a variety of factors influencing an…

Reports on a 1985 survey of community services/continuing education administrators conducted to determine administrator characteristics in the following areas: personal data, academic preparation and experience, professional activities, primary position goal, and percentage of time spent on various college functions. (DMM)

Student activities administrators are offered guidelines for managing others, including being aware of assumptions about working with others; acknowledging that people's views, preferences, and needs do not always coincide with one's own; learning about staff's individual differences and preferences; engaging in dialog; paying attention to…

The self-imposed external evaluation of a university grants office is reported, including discussions of the office's and administrator's roles, comparison with similar-sized institutions and programs, the review process, and its results. (MSE)