The Stress of Change -  - E-Book

The Stress of Change E-Book

0,0
22,99 €

oder
-100%
Sammeln Sie Punkte in unserem Gutscheinprogramm und kaufen Sie E-Books und Hörbücher mit bis zu 100% Rabatt.
Mehr erfahren.
Beschreibung

Colleges and universities have administrative and governancearrangements that can come to terms with change. These can comeinto play to interpret and modulate change and to allow necessaryadjustments through participatory processes. But the capacity ofthese mechanisms to preserve and protect the institution is notordinarily all that visible. Gradual and decorous accommodationstend to make the working of these mechanisms largely or even whollyinvisible. It is a premise of this collection of essays that weneed to look at highly stressful change to understand, or at leastget a feel for, the capacity of governance, administration, andfaculty to deal with major issues. This is the 151st issue of the Jossey-Bass series; NewDirections for Higher Education, published quarterly.Addressed to presidents, vice presidents, deans, and otherhigher-education decision-makers on all kinds of campuses,New Directions for Higher Education provides timelyinformation and authoritative advice about major issues andadministrative problems confronting every institution.

Sie lesen das E-Book in den Legimi-Apps auf:

Android
iOS
von Legimi
zertifizierten E-Readern

Seitenzahl: 244

Veröffentlichungsjahr: 2015

Bewertungen
0,0
0
0
0
0
0
Mehr Informationen
Mehr Informationen
Legimi prüft nicht, ob Rezensionen von Nutzern stammen, die den betreffenden Titel tatsächlich gekauft oder gelesen/gehört haben. Wir entfernen aber gefälschte Rezensionen.



The Stress of Change: Testing the Resilience of Institutions

New Directions for Higher Education

Martin Kramer

Judith Block McLaughlin

Number 151 • Fall 2010Jossey-BassSan Francisco

THE STRESS OF CHANGE: TESTING THE RESILIENCE OF INSTITUTIONS

Martin Kramer

New Directions for Higher Education, no. 151

Martin Kramer, Judith Block McLaughlin, Co-Editors-in-Chief

Copyright © 2010 Wiley Periodicals, Inc., A Wiley Company. All rights reserved. No part of this publication may be reproduced in any form or by any means, except as permitted under sections 107 and 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher or authorization through the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923; (978) 750-8400; fax (978) 646-8600. The copyright notice appearing at the bottom of the first page of a chapter in this journal indicates the copyright holder’s consent that copies may be made for personal or internal use, or for personal or internal use of specific clients, on the condition that the copier pay for copying beyond that permitted by law. This consent does not extend to other kinds of copying, such as copying for general distribution, for advertising or promotional purposes, for creating collective works, or for resale. Such permission requests and other permission inquiries should be addressed to the Permissions Department, c/o John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030; (201) 748-6011, fax (201) 748-6008, www.wiley.com/go/permissions.

Microfilm copies of issues and articles are available in 16mm and 35mm, as well as microfiche in 105mm, through University Microfilms Inc., 300 North Zeeb Road, Ann Arbor, MI 48106-1346.

NEW DIRECTIONS FOR HIGHER EDUCATION (ISSN 0271-0560, electronic ISSN 1536-0741) 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 Higher Education, Jossey-Bass, 989 Market Street, San Francisco, CA 94103-1741.

New Directions for Higher Education is indexed in Current Index to Journals in Education (ERIC); Higher Education Abstracts.

SUBSCRIPTIONS cost $89 for individuals and $259 for institutions, agencies, and libraries. See ordering information page at end of journal.

EDITORIAL CORRESPONDENCE should be sent to the Co-Editors-in-Chief, Martin Kramer, 2807 Shasta Road, Berkeley, CA 94708-2011 and Judith Block McLaughlin, Harvard GSE, Gutman 435, Cambridge, MA 02138.

Cover photograph © Digital Vision

www.josseybass.com

Table of Contents

Cover

Title

Copyright

Editor’s Notes

1: Mobilizing for an Outbreak and Its Aftermath

Background

The Outbreak: From Concern to Crisis

The Consolidation of Crisis Response Power to the Deans

Relationship with the Wellesley Board of Health

Relationship with Other Community Members

Reopening Campus

Long-term Changes

Lessons for Other Institutions

Conclusion

References

2: Conveying the Meaning of the Economic Crisis

Things Fall Apart

Setting the Tone and Assessing the Damage: October 2008–January 2009

Deteriorating Outlooks and Escalating Responses: February–April 2009

Concluding Observations

Notes

References

3: Loss of Accreditation at Historically Black Colleges and Universities

Morris Brown College

Barber-Scotia College

Paul Quinn College

Trouble at Other Historically Black Colleges and Universities

Historically Black Colleges and Universities—Relevant to Higher Education

Should Morris Brown College Close?

Should Barber-Scotia College and Paul Quinn College Close?

Possible Corrective Actions

Conclusion

References

4: Looking for a Way Out

Rhode Island

Massachusetts

Possible Solutions and Analysis

References

5: Tough Questions Facing Women’s Colleges

Women’s Colleges: A Long Tradition

The Push for Coeducation

Case Study: Lesley College

Lessons from Lesley

Looking to the Future

References

6: Stress in Senior Faculty Careers

Administration

Resources and Support

Culture and Collegiality

Salary and Benefits

Autonomy and the Pursuit of Knowledge

Workload

Conclusions and Recommendations

References

7: The Future of Shared Governance

Internal and External Stresses on Shared Governance

Changing Realities that Re-prioritize Governance

Criticisms to the Calls for Revision and Examining the Tenability of Shared Governance

Examples of Shared Governance in the Global Age: Online Learning at Southern New Hampshire University

Analysis of the Governance Structure in the College of Online and Continuing Education

The Culture, Symbolism, and Analysis of Shared Governance in Changing Times

Continued Analysis: Intergroup Relationship and Navigating Change

Re-endowing Shared Governance while Preserving Collegiality

References

8: The Rose Art Museum Crisis

Brandeis University: A Brief Organizational History

Setting the Stage for Crisis: A Lead Up to the Rose Closing Announcement

Outcomes

Organizational Tendencies: Sowing the Seeds for Crisis

Conclusion

References

9: A Contested Institutional Culture

National College Athletic Association Logo

Gateway William and Mary

The Wren Cross Controversy

The Sex Workers’ Art Show

Non-renewal and Resignation

Conclusion

References

10: Rapid Change and Legitimacy

Part I: Unraveling the Presidency

Part II: A New President at Nelson College

Conclusion

References

Index

End User License Agreement

List of Illustrations

2: Conveying the Meaning of the Economic Crisis

Figure 2.1 Endowment-Related Statistics, 2000–2009

Figure 2.2 Time Line of Public Messaging on the Economic Crisis, October 2008–April 2009

Guide

Cover

Table of Contents

Begin Reading

Pages

cover

contents

i

ii

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

71

72

73

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

104

105

106

107

108

109

110

111

112

113

114

115

116

117

118

119

120

121

Editor’s Notes

Like other human institutions, colleges and universities can find change highly stressful. Of course, higher education is in some ways all about change. Colleges and universities aim to change students and to advance the frontiers of knowledge. Mission statements state such goals as:

to develop their students’ “creativity, independent thought, and intellectual depth, breadth, and curiosity”

to help them to “master significant areas of knowledge and skills while developing an appreciation for individual and cultural diversity, a sense of social responsibility and a system of personal and professional ethics”

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!