Technology Management E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Bildung
• Serie: J-B CC Single Issue Community Colleges
• Sprache: Englisch

Seitenzahl: 225

Veröffentlichungsjahr: 2011

Beschreibung

Gain a greater understanding of technology management and what itmeans to the community college campus today. Effective planning,directing, control, and coordination of technological capabilitiescan shape and help accomplish your institution's strategic andoperational objectives. Editor Tod Treat, assistant professor in the Department ofEducation Policy, Organization, and Leadership at the University ofIllinois at Urbana-Champaign, and contributing authors explorecommunity college technology management from a variety of vantagepoints. They argue that technology management should be a strategyon par with physical, human and fiscal management. They demonstratehow technology can be used to reach students; how it plays acritical role in institutional research; how it impacts faculty andstaff and how it continues to shape broad trends in teaching andlearning. This is the 154th volume of the Jossey-Bass quarterly reportseries New Directions for Community Colleges.Essential to the professional libraries of presidents, vicepresidents, deans, and other leaders in today's open-doorinstitutions, New Directions for Community Collegesprovides expert guidance in meeting the challenges of theirdistinctive and expanding educational mission.

Leseprobe

Table of Contents

Cover

Title page

Copyright page

Editor's Notes: Technology Management and the Community College: An Introduction

Chapter 1: 4Bs or Not 4Bs: Bricks, Bytes, Brains, and Bandwidth

Introduction

Why the 4Bs Matter

Coupling Knowledge, Technology, and Learning

Learning Communities

Creating Learning Architectures

Organizational Intelligence

Putting the Information in Chief Information Officer

Recommendations for Community Colleges

Bricks, Bytes, Brains, and Bandwidth

Chapter 2: Leveraging Web Technologies in Student Support Self-Services

Context

Developing a Career and College Planning Tool

Implementation

Early Analysis of Use

Discussion

Chapter 3: Practical Implications of Implementing a Unit Record System on a Community College Campus

Using Data in Decision Making

View from the Community College Campus

View from Policy Makers

Potential Benefits of Implementing a Unit Record System on Campus

Potential Issues Associated with Implementing a Unit Record System on Campus

Practical Implications of Implementing a Longitudinal Data System

Conclusion

Chapter 4: Planning for Instructional Technology in the Classroom

Planning Considerations

Conclusion

Chapter 5: Web 2.0 Technologies: Applications for Community Colleges

Introduction

Significance of the Millennial Generation

Technology Preferences of Millennials

Definition of Web 2.0

Popular Web 2.0 Tools

Implications for Practice

Web 2.0: Looking Forward

Chapter 6: Andragogy, Organization, and Implementation Concerns for Gaming as an Instructional Tool in the Community College

Research

Possibilities

Potential Arguments

Example from Practice

The Future

Chapter 7: Faculty Leadership and Instructional Technologies: Who Decides?

Theoretical Framework

External Pressures

Impacts on Faculty Culture

Who Is Deciding?

Clash of Cultures?

Recommendations for Faculty Involvement in Using Technology

Chapter 8: Models of Technology Management at the Community College: The Role of the Chief Information Officer

Budget Development

IT Governance and Provisioning of Systems

Introducing New Technologies

Ever-Expanding Role of the CIO

Summary

Chapter 9: IT Funding’s Race with Obsolescence, Innovation, Diffusion, and Planning

IT Funding Sources in Community Colleges

IT Funding Race in Community Colleges

Chapter 10: What is Next? Futuristic Thinking for Community Colleges

Human Genome Project

Consider the Trajectory of the Gigaflop

Index

TECHNOLOGY MANAGEMENT

Tod Treat (ed.)

New Directions for Community Colleges, no. 154

Arthur M. Cohen, Editor-in-Chief

Richard L. Wagoner, Associate Editor

Gabriel Jones, Managing Editor

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NEW DIRECTIONS FOR COMMUNITY COLLEGES (ISSN 0194-3081, electronic ISSN 1536-0733) is part of The Jossey-Bass Higher and Adult Education Series and is published quarterly by Wiley Subscription Services, Inc., A Wiley Company, at Jossey-Bass, 989 Market Street, San Francisco, CA 94103-1741. Periodicals Postage Paid at San Francisco, California, and at additional mailing offices. POSTMASTER: Send address changes to New Directions for Community Colleges, Jossey-Bass, 989 Market Street, San Francisco, CA 94103-1741.

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Technology Management and the Community College: An Introduction

Tod Treat

Technology management incorporates planning, directing, control, and coordination of technological capabilities in an organization. The appropriate development and implementation of technologies can shape and help accomplish the strategic and operational objectives of an organization (Task Force on Management of Technology, 1987). Planning what an organization will need in terms of technology, identifying hardware and software solutions, or deciding what should be purchased or built in-house requires systematic and sound management practices. In addition, technology management requires development of sound policies and leadership for effective coordination, design, and forecasting (Liao, 2005).

Organizations have very different approaches to technology management. For some institutions, the chief information officer (CIO) role focuses on infrastructure maintenance, project management, or security. For other institutions, technology management is strategic—targeting technical strategy to align and enhance other elements of the core business; developing enterprise architectures that effectively harness organizational capabilities; building analytics that enhance the organization’s growth and quality; or building models that effectively source, distribute, train, and implement technological tools. Finally, as agents in a knowledge economy, some institutions have begun to integrate technology management and knowledge management, developing elaborate systems that harness knowledge through both technological and people resources.

At the community college, the institutional alignment close to industry, high level of accountability, and rapid response to local needs all contribute to a dynamic environment in which the institution’s strategy related to technology management takes on critical dimensions, particularly the need to collaborate across institutional lines, such as academic services, student services, human resources, and financial services.

The purpose of this volume of New Directions for Community Colleges is to explore technology management from a variety of vantage points. My hope is that the volume will serve both practitioners and researchers. Community colleges are doing a great deal with both technology and knowledge management, providing rich opportunities for research. At the same time, community college leaders are seeking ways to better leverage technology for institutional research, student and organizational learning, and communications.

In Chapter One, I argue that technology management ought to be considered as a strategy equal to physical, human, and fiscal management for organizations that derive value from knowledge. I also argue against purist notions separating technology and knowledge, instead suggesting a strategy for technology management that is integrated with knowledge management.

As illustrations of this integration, two chapters discuss use of technology in reaching students. In Chapter Two, M. Craig Herndon describes development of a statewide system in Virginia intended to aid the state’s students in college and career planning, reducing the advising load on individual colleges, and enhancing workforce development for the entire state by aligning skills development with workplace needed. The success of Wizard is based on significant planning, using expert advice, evaluation of existing systems, social networks and key influencers, and strategic collaborations wherever possible. By contrast, in Chapter Three, Joe Offermann and Ryan Smith speak to the importance of technological systems in institutional research and accountability and the tracking of student success on an individual campus. Together, these chapters speak to the importance of integrated reporting systems.

The volume then turns to broad considerations of teaching and learning. In Chapter Four, Regina L. Garza Mitchell offers a series of practical suggestions for planning use of instructional technologies. In Chapter Five, Susanne K. Bajt explores the potential for engaging students using Web 2.0 tools. Finally, in a nod to anticipated changes in teaching and learning, Vance S. Martin discusses in Chapter 6 the potential implementation of gaming as a core andragogical strategy.

In Chapter Seven, Bob Barber reminds us that faculty members play an important role in community colleges due to their close proximity to the core business of teaching and learning, expertise in both discipline and vocation, and creativity in areas that include technology. Shared governance should extend to technology management, he argues, or risk losing those whose adoption is so critical to successful change practices related to technology.

In Chapters Eight and Nine, we turn to those whose roles are so often linked to technology management, the Chief Information Officers. A growing number of community colleges now include CIOs in the executive team, but the role itself ranges widely: Scott Armstrong, Lauren Simer, and Lee Spaniol elucidate the role while, in Chapter Nine, Jeff Bartkovich explores the funding limitations and external considerations that make the role both exciting and potentially frustrating.

The volume ends with a chapter by Thomas Ramage, a community college president with strong ties to technology management. The purpose of this chapter is twofold. First, we must return to the characteristics that make community colleges great: a forward-thinking attitude, continuous environmental monitoring, and focus on anticipating local workforce needs. Second, we must recognize that the world we educate in is changing at an accelerating rate, and we must change along with it.

My appreciation goes out to the authors for their diligence and commitment. A number of graduate students at the University of Illinois also aided in the initial review of chapters, particularly Kyeeheon Cho, Heeyoung Han, Joey Merrin, Vance Martin, and Jeff Grider. Finally, I wish to thank the editors of New Directions for Community Colleges for their continued commitment to bridging research and practice and for offering a venue for dialogue and professional development that advances the community college mission.

TOD TREAT is assistant professor in the Department of Education Policy, Organization, and Leadership at the University of Illinois at Urbana-Champaign.

References

Liao, S. “Technology Management Methodologies and Applications: A Literature Review from 1995 to 2003.” Technovation, 2005, 25, 381–393.

Task Force on Management of Technology. Management of Technology: The Hidden Competitive Advantage. National Academy Press, Washington, D.C., 1987.

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4Bs or Not 4Bs: Bricks, Bytes, Brains, and Bandwidth

Tod Treat

The effective integration of planning to include bricks, bytes, brains, and bandwidth (the 4Bs) represents an opportunity for community colleges to extend their capacity as knowledge-intensive organizations, coupling knowledge, technology, and learning. Integration is important to ensure that the interplay among organizations, agents within them, and technology result in enhanced global performance within the organization rather than localized improvement that creates new difficulties elsewhere. Enhanced roles for chief information officers should include people-enhancing processes, such as learning, coaching, mentoring, and team development; attention to learning architectures that include the 4Bs; and a strategic emphasis on developing organizational intelligence through transformation of data into working knowledge.