The "Innovative Leadership and Change Management in Higher Education" (NEWLEAD, 2020-2023) focused on capacity building of university leaders to steer change and address new priorities on the institutional transformation agenda. Findings from the NEWLEAD project demonstrate that leading and transforming universities is a complex…

Student voice in this digital age and across higher learning institutions is increasing exponentially with the function of social media. Student voice provides a vibrant communication pathway to extended curriculum programme students in higher education institutions. Social media ensures active participation of extended curriculum programme…

The study advances higher education leadership and change scholarship by examining a mostly unexplored area--the convergence between grassroots leadership with top-down leadership. The study is framed by two theories: tempered radicals framework and distributed leadership. Three common example of convergence are described as well as strategies for…

This qualitative within-case study explored how planned educational change in universities can be facilitated through academic professional development strategies. Thus this study attempted to shed some light on the dynamics of educational planned change in universities and their implications for academic professional development of faculty. The…

"Building Institutional Capacity for Data-Informed Decision Making" is the third installment of the Cutting Edge series, which aims to help colleges engage faculty, scale successful interventions, and create a strong culture of evidence through use of data to strengthen their institutional change and student success efforts. Though the…

Strengthening Pre-collegiate Education in Community Colleges (SPECC) was organized by The Carnegie Foundation for the Advancement of Teaching in partnership with The William and Flora Hewlett Foundation to increase student learning in developmental--or basic skills--classes. However, their concern was not just the success of students in classes…

Colleges and universities should approach strategic change by establishing three kinds of key performance indicators (KPIs): mandated (state-mandates or other imposed objectives); management (determined by the administration); and derived (from the special intentions of institutional units). By assembling the three kinds of KPIs, the strategic…

In 1988, Indiana University's separate academic and administrative computing units were not responding to changing user demands. In merging and reorganizing the systems, the university tackled problems shared by many institutions and gathered information that can encourage and forewarn others in similar efforts. The project's history, process, and…

The process used to engineer and manage major organizational change at the Virginia Polytechnic Institute and State University is described. Issues include defining change, gaining support, organizing to facilitate change, staff development, establishing project strategies, and measuring success. The role of the institution's information…

Describes campus-based strategies to facilitate collaboration by examining the process of restructuring a division of student affairs as an educational partner with academic affairs. Describes three collaborative efforts at the University of Massachusetts Boston: the Beacon Leadership Project, the Diversity Research Initiative, and the Beacon…

During the academic year 1970-71 a major organization change effort was undertaken in a community college in the New York State system. This change effort represents a unique combination of three organization development techniques-survey feedback, diagnostic workshops, and systematic problem solving. Survey feedback was aimed at total…

At Indiana University, budget problems and the information explosion led to a project, financed by a computer company, integrating information technology (IT) into administrative functions. The administrative workstation project increased IT knowledge and use by key administrators, resulting in greater productivity and creativity, improved…

Through integration of administrative information systems across diverse technology platforms and opening access to institutional data, Indiana University has begun to expand the concept of academic information systems. The university's experience has resulted in conclusions and guidelines for other institutions to use in AIS planning and…

Explains zero base budgeting and describes its use at Chemeketa Community College (Oregon). Suggests that better management, improved communication, and more economical procedures can result if all staff members and representatives from the community are included in the budgetary process. Provides a sample calendar. (JG)

In July 1993, DePaul University integrated its information technology and service functions under a new division of University Planning and Information Technology, consolidating formerly fragmented services to achieve a unified direction for information technology closely aligned with university goals. This case study discusses the framework,…