Graduate programs in higher education administration and leadership have sought to equip students with the knowledge, skills, and competencies for higher education leadership; that is, to prepare globally minded leaders who can navigate the internal and external demands of, and for, higher education. With the use of the Lattuca and Stark model of…

This chapter examines the current pressures and realities in higher education assessment and highlights one campus' effort toward equipping faculty to move toward a learner-centered approach in teaching, learning, and assessment. It proposes a model of faculty development that integrates best practices of professional development with cultivating…

While individuals in each country or part of the world face unique issues, many challenges facing higher education today are similar across the world. The great majority of higher education systems have grown in recent decades, enrolling far more students than they did in prior years and expanding their activities into new spheres such as economic…

The influence of emotions in the workplace rarely has been examined within the context of higher education (Neumann, 2006; Smith and Witt, 1993). Through a qualitative approach, the purpose of this chapter is to offer a perspective of faculty work that examines the role that emotions play in the academic life of 15 underrepresented faculty members…

It is a historically held principle of microeconomics that in the presence of better information, consumers make better decisions. This chapter focuses on information to guide consumers in making decisions about higher education. It examines the development and implementation of a one-stop career and college planning tool that leverages existing…

Staffing is a fundamental component of effective institutional research, yet determining and securing adequate resources can be difficult. In addition, as was noted in an AIR Forum presentation on the Achieving the Dream project (Rincones and Champion, 2008), even when colleges allocate money for positions they have difficulty finding…

Many authors (Kezar, 2005; Duke, 2002; Keeling, Underhile, and Wall, 2007; Matier, Sidle, and Hurst, 1994) propose a new model of higher education organizations or a style of decision making whose central component is collaboration. This key characteristic helps make full use of all of the institution's resources to increase the likelihood that it…

In Texas, the accountability movement was initiated by Governor Rick Perry, who issued an executive order in 2004 requiring all public institutions of higher education to work with the Texas Higher Education Coordinating Board to create a comprehensive system of accountability. Its purpose was one of public accountability: to the citizens of…

Planning change through faculty and administrative development is discussed. The development of a comprehensive faculty and administrative development program involves instructional, curricular, organizational, personal, and professional development. (Author/MLW)

Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…

Institutional change, it is suggested, can be managed through task forces that focus on a broad spectrum of institutional problems and issues including internal and external communication, institutional planning, program review and evaluation, administrative development and performance review, and faculty development. (Author/MLW)

Each institution has an existing planning style, and new approaches to academic planning must take into account institutionalized planning practices. Four planning styles are examined: needs assessment, program data, retrenchment and reallocation, and economic incentives. (Author/MLW)

The nature of institutional research in small, private colleges is examined. It is suggested that institutional researchers in small colleges are responsible for their own professional development and must generate their own plans and learning situations. (Author/SF)

Adopting the concept of multiple constituencies as an approach to organizational effectiveness, this chapter identifies key constituents and highlights areas and circumstances in which these constituents have an impact on research and assessment of professional schools. (Contains 1 table.)

The role of institutional research is examined as well as the essential qualities and tasks of the research personnel. The need to draw into the field able and analytical persons of integrity with strong backgrounds and experiences in various disciplines is cited. (Author/SF)