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Record Nr. |
UNINA9910813192203321 |
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Autore |
Pierce Susan R |
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Titolo |
Governance Reconsidered : How Boards, Presidents, Administrators, and Faculty Can Help Their Colleges Thrive |
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Pubbl/distr/stampa |
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ISBN |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (258 p.) |
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Disciplina |
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Soggetti |
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Education, Higher -- Administration |
Total quality management -- United States |
Universities and colleges -- United States -- Administration |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di contenuto |
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Cover; Title Page; Copyright; Contents; Foreword; Preface; Acknowledgments; About the Author; Chapter 1 Shared Governance: Its History and Its Challenges; The Pressures on Shared Governance; Differences in How Shared Governance Has Been Practiced; The History of Shared Governance; The Emergence of Academic Freedom and Research; The AAUP Becomes a Force in Matters of Governance; Differences over the Nature and Pace of Change; The Effect of Program Prioritization on Governance; The Creation of Alternative Structures to Skirt Issues of Governance |
Impact of Conflicts over Governance on the PresidencyTraditional Versus Nontraditional Presidents; Pressures on Trustees, Presidents, and Faculty to Change; Chapter 2 The Impact of Financial Pressures on Governance; The Causes of Financial Pressures; The Impact of the 2008 Economic Downturn; The Consequences of Aggressive Borrowing; Declining State Support for Public Universities; The Impact of Constrained Resources on Salaries; Efforts to Control Tuition and Limit Growing Financial Aid; The Consequences of Increased Financial Aid and Less Tuition |
Faculty and Students Want More Say in Financial DecisionsThe Dangers of Business as Usual in Times of Budget Problems; The Dangers of Ongoing Structural Deficits; Wish List Budgets; A Successful, Proactive |
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Approach to Financial Pressures; Chapter 3 The Impact on Governance of Contingent Faculty, Online Learning, and MOOCs; Reliance on Contingent Faculty Affects Governance; Reliance on Contingent Faculty Can Compromise Educational Quality; Faculty Tensions About the Role of Contingent Faculty; Complexities Associated with the Role of Contingent Faculty in Governance |
AAUP Recommendations for Contingent FacultyArguments Against Voting Rights for Contingent Faculty; The Modern Language Association Recommendations for Contingent Faculty; Institutional Responses to Contingent Faculty Unions; Recommendation: Move Contingent Faculty to Ongoing, Full-Time Positions; Online Courses and MOOCs; The Impact of MOOCs on Governance; Faculty Concerns About MOOCS; Recommendation: Institutions Should Be Clear About Processes for MOOCs and Other Online Courses; For-Profit Universities; Chapter 4 The Impact on Governance of Questions About Higher Education's Value and Cost |
Higher Education Is Vulnerable to CriticismGraduation Rates; State Legislatures Base Funding on IPEDS-Based Graduation Rates; Student Debt; Diminished Academic Standards; Claims That Colleges Are Failing to Educate Students; Academically Adrift; "We're Losing Our Minds"; Is College Worth It?; The Economic Value of College and Postgraduate Degrees; The Value of a College Degree Beyond Financial Benefits; Elected Officials Seek to Influence Higher Education; Gubernatorial Efforts to Influence the Curriculum; Gubernatorial Efforts to Influence Tuition Policies |
Elected Officials Usurp Faculty Role and Award Credit for MOOCs |
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Sommario/riassunto |
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Revamp senior administration organization for more effective governance Governance Reconsidered: How Boards, Presidents, Administrators, and Faculty Can Help Their Colleges Thrive takes an in-depth look at the current practice of governance in higher education and explores solutions for more effective functioning. Written by a former college president, the book provides an insider's perspective on the growing tensions around the traditional shared governance model and identifies the key challenges facing trustees, presidents, senior administrators, and faculty. Traditional sh |
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