This introductory chapter provides a framing of non-Christian students in higher education. It begins by providing data on the current contexts on the religious identities of college students. Additionally, the chapter examines the concept of Christian privilege and how religious discrimination is institutionalized in the organizational structures…

This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

The exit and entry of executive leadership presents a powerful moment. In the exit of leadership, an institution must reflect on both successes and failures. With a contentious exit, as was the case of John Bowen at Nelson College, which is presented in this chapter, the organization needs to understand what precipitated the call for change and…

The College of William and Mary (Williamsburg, Virginia) found itself at a crossroads in 2005. Their long-popular president Timothy J. Sullivan was retiring after 13 years at the helm of the world's second oldest institution of higher education (Petkofsky, 2004). Long known as a bastion of conservatism, William and Mary could now change their…

While nonclassroom learning activities provide tremendous educational opportunities, higher education managers must assess the compatibility of the learning program with the basic attitudes, characteristics, beliefs, and culture of the institution for successful implementation. (MSE)

Effective organizational adaptation often brings together an institution's apparently incompatible views of a problem and its solution. Paradoxical models of change may be superior to linear models, and flexibility in administrative thinking and institutional strategies to encourage paradox will become a hallmark of institutional effectiveness.…

The majority of college administrators make their careers in one institution. This calls for conscious planning, ongoing attention to multiple dimensions of the college environment, and awareness of the ways one is perceived by others in the institution. These skills and strategies differ from those typical in an interinstitutional career.…

Self-paced instruction as a teaching method can offer flexibility to students and academic institutions, but it must be accompanied by planning and development efforts to identify viable courses and instructors, ensure adequate support for the faculty, and ensure that support systems are responsive to student needs. (MSE)

Both corporations and colleges aspire to excellence but often fall short of it. Although there are important similarities and differences between the two cultures, colleges and universities must become informed by and about their corporate counterparts. (MSE)

The faculty's resistance to institutional renewal can be strong and pervasive, and obstacles include personal preoccupations, confusion about goals and functions within higher education institutions, and skepticism about change. Renewal is needed in the faculty experience as well as in the institution in general. (MSE)

The institution, disciplines, and academic profession as a whole can enhance or inhibit vitality. A critical analysis reveals that despite many advances, a comprehensive professionalism has been compromised and must be restored. Professional development practices noted by Centra (1976) and Uwalaka (1985) are listed. (Author/MSE)

College administrative careers are characterized by ill-defined career paths, multiple entrance points, and lack of explicit criteria for determining mobility. The advantage is the diversity of opportunity. However, those seeking administrative careers have little guidance. Rules governing mobility are often part of the institutional culture. (MSE)

One way universities have served society since the Middle Ages is by providing an environment giving students and faculty freedom to explore new ideas without fear of retribution. Properly used, conflict can be the catalyst for advancing wisdom. However, the university is at risk when rational discourse is replaced by conflict as the means of…

It is argued that to deal with conflict effectively in a college or university, it is necessary to be aware of the structural relationships and antecedent conditions that cause it, and to watch for early signs of trouble. Seven levels of conflict are identified and strategies for resolution are suggested. The importance of early intervention is…

The Crisis Prevention Analysis model offers a framework for simple, straightforward self-appraisal by college administrators of problems in the following areas: fiscal, faculty and staff, support functions, and goals and attitudes areas. (MSE)