This chapter describes a diversity and democracy curriculum and faculty development collaboration among the Association of American Colleges and Universities, The Democracy Commitment, and 10 community colleges.

The American community college has posed, for a period of time, some distinctively unique concerns pertaining to legal issues. However, the most pressing legal issues facing community colleges now are those regarding personnel. The diversity of programs community colleges offer require that personnel (specifically faculty) come to the institution…

Community colleges are facing difficult times. Resources are becoming increasingly scarce, enrollments are growing to unprecedented numbers, the student body is becoming increasingly diverse, the economic downturn continues to have an effect on curriculum and mission, increased demands for accountability are driving decisions, and faculty turnover…

The presence of a faculty union in a community college has a significant impact on its governance. This chapter offers recommendations for dealing with the challenges presented by collective bargaining in the postsecondary education environment.

This chapter explores the role of the president as enabler and leader in promoting a foundation that is engaged with the community and responsive to the college mission. It uses as its foundation a case study of Johnson County Community College (JCCC), where the president's involvement in the community educates the community about the college,…

Examines the rationale for the use of part-time faculty; discusses concerns related to recruitment and selection and instructional quality; and addresses the relationship between part-time faculty and the institution. Suggests implementation of a plan by which faculty are paid differentially for a variety of teaching-related functions. (LAL)

Reviews the contributions that academic deans can make to community colleges' scholarly endeavors (e.g., developing the college's intellectual climate, supporting professional development opportunities, fostering student scholarship, and undertaking his/her own scholarly activities). (DMM)

Identifies factors that may lead to teacher burnout, including heavy teaching loads, underprepared students, elitist attitudes, repetition and boredom, and changing subject matter. Successful cures involve self-knowledge, institutional responsibility, and administrative sensitivity to faculty frustration. Ways to avoid burnout include variety,…

Examines existing structures in faculty-management relationships and presents a college-wide model for shared governance. Considers the roles of consultants and steering and area committees. Concludes that shared governance must be based on a commitment to trusting and cooperative relations between administrators and faculty. (DMM)

Argues that salary differentials among community college faculty are unrealistic and based on the inaccurate assumptions that people are motivated primarily by money; that high-demand disciplines will remain constant over time; that attitudes toward other disciplines and faculty members are unaffected by salary differentials; and that teaching is…

Recognizes variables that are currently relevant to the determination of community college faculty salaries, stressing that faculty marketability can no longer be ignored. Looks at the factors underpinning the need for differential funding, the forces operating against differential salaries, and the need for appropriate action. (AYC)

Reviews the major themes that need to be addressed in nurturing scholarship at the community college (i.e., a broad definition of scholarship; faculty ties to the disciplines; leaders as scholars; professionalization of the college culture; and the development of a community of scholars). (DMM)

Identifies factors that should be considered in developing salary schedules for community colleges. Reviews the responsibilities of administrators in salary administration. Sets forth questions that should be asked in developing salary policies. (AYC)

Discusses the second class status experienced by part-time faculty in terms of office space, opportunity to meet with peers, and access to the decision-making process. Suggests the creation of a committee of part-time instructors as an effective means of assuring their integration into the college's mainstream. (JP)

Describes incentives that motivate faculty and staff to expand or contract their efforts toward institutional goal achievement. Probes causative factors related to job satisfaction and recommends strategies for improving management. Concludes that faculty job satisfaction programs are essential to faculty and administrative efforts to improve…