Curriculum is the heart of the mission of every college. College curriculum approval processes have been established to ensure that rigorous, high quality curriculum is offered that meets the needs of students. While some concerns may exist regarding the effectiveness and efficiency of local curriculum processes, all participants in the process…

The number of staff members serving American higher education institutions has more than doubled in the past twenty years, as occupations in technology, development, government relations, and even athletic administration have grown as never before in the history of the academy. As the number, variety, and importance of these positions have grown,…

Faculty participation in campus governance is declining nationwide. As higher education shifts toward market models of organization, boards and administrators increasingly apply bureaucratic modes of decision making to areas that used to be the domain of faculty members. All too often, administrators seem to sidestep faculty senates in favor of…

This position paper of the Academic Senate for California Community Colleges (ASCCC) examines issues of educational technology that involve policy and implementation matters important to local academic senates. In particular it includes current information regarding separate curriculum review and instructor-student contact. In general, this paper…

This discussion of faculty senates examines roles senates are presumed to and actually play in college governance within four organizational models: bureaucratic, collegial, political, or symbolic. It is concluded that any changes must be undertaken carefully so as not to disturb either manifest or latent organizational functions. (MSE)

A survey of 52 public research universities revealed great variety in the depth of faculty involvement in budgeting and in structures through which faculty participate. Faculty do not, in general, have major roles in resource allocation decisions. The concept of shared authority should be reconsidered in light of current reality. (MSE)

Four case studies concerning joint faculty-administration committees established to make major decisions (Princeton University, New Jersey; Northwestern University, Illinois; Teacher's College Columbia University, New York; Ohio University) suggest that, although the committees have potential to improve campus management, they are neither as…

Describing procedures and policies related to the consultation process established by the Board of Governors of the California Community Colleges, this handbook is designed as a reference for participants on the state's Consultation Council, composed of the system Chancellor, representatives from college-based organizations, and representatives…

Faculty participation in college or university decision making is accepted as intrinsically good and as having positive effects on institutional functioning, but it is reflected in varying degrees in actual practice. The rationale for faculty participation is related to increased employee satisfaction and performance; faculty also tend to afford…

This book is intended to provide guidance to governing boards and CEOs in the development of successful and effective employment agreements. It is intended to help a community college president and a board of trustees to develop job security and confidence for the president, clear expectations and a meaningful evaluation system, and exit…

Three papers, written as part of a seminar on governance and management in higher education, analyze the current situation and potential for development of MidAmerica Nazarene College in Springfield, Missouri. The first paper, "Governance and Governance Processes at MidAmerica Nazarene College," outlines the governance structure of the…

This work focuses on the transformational theory of leadership, which advocates appointment of a strong charismatic president to lead and transform the university through the power of his or her own vision for the future. The authors argue that this type of leadership is far more effective than the transactionalist leadership style, which…

Eight case studies of dynamics of campus governance indicate that effectiveness of academic senates depends on structure, culture, and administrative posture toward faculty involvement in institutional decision making. Colleges included one private and one public university, two state colleges recently named universities, two private comprehensive…

A national survey found that 91 percent of colleges and universities have a participative governance body including faculty, and that faculty and administrative leaders find them effective and useful. However, respondents felt participants were not sufficiently rewarded, budgets were inadequate, the most able faculty were not attracted, and the…

A survey of faculty senate leaders in 27 private and 38 public universities identified the ten responsibilities and qualifications of chief academic officers that were perceived to be most important. Similarities were found among public and private institutions, and the responsibilities and qualifications were found to be complementary. (MSE)