LEADER 04082oam 2200685M 450 001 9910786618703321 005 20230607210456.0 010 $a1-317-84946-9 010 $a1-315-82930-4 010 $a1-317-84947-7 024 3 $a9780415935661 035 $a(CKB)3710000000185996 035 $a(EBL)1733944 035 $a(SSID)ssj0001375625 035 $a(PQKBManifestationID)12592961 035 $a(PQKBTitleCode)TC0001375625 035 $a(PQKBWorkID)11336670 035 $a(PQKB)10781046 035 $a(MiAaPQ)EBC1733944 035 $a(Au-PeEL)EBL1733944 035 $a(CaPaEBR)ebr10895837 035 $a(CaONFJC)MIL628390 035 $a(OCoLC)884014185 035 $a(OCoLC)1055359155$z(OCoLC)1081208784 035 $a(OCoLC-P)1055359155 035 $a(FlBoTFG)9781315829302 035 $a(EXLCZ)993710000000185996 100 $a20020617j20021025 uy 0 101 0 $aeng 135 $aur|n||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCall to Purpose $eMission-Centered Change in Three Liberal Arts Colleges 210 $aNew York $cRoutledge$dOct. 2002$aFlorence $cTaylor & Francis Group [distributor] 215 $a1 online resource (157 p.) 225 1 $aRoutledgeFalmer Studies in Higher Education 300 $aDescription based upon print version of record. 311 $a1-138-98804-9 311 $a0-415-93566-0 320 $aIncludes bibliographical references and index. 327 $aCover; Title; Copyright; Contents; Chapter 1 Introduction: More Than Just ""Mission""; Chapter 2 A Thematic Account of the Development of Institutional Purpose; About the selection of sites; A word about time frames; Institutional malaise; Ending the stalemate; Creating a mandate for change; Toward a common purpose; Implementing the vision; Struggles over ideology: True believers and naysayers; The dark side of change; Discovering you've arrived: Symbols of Success; Reaching the end of the life cycle of change; Chapter 3 The Search for Purpose as Institutional Revitalization 327 $aA crisis of purposeRejection of the status quo and building the consensus for change; Arriving at a new vision; Birth of a Movement: True believers, supporters, fence sitters and naysayers; Implementing the vision; Realizing the vision and the social construction of success; Mission creation as a socio-cultural movement; Comparing belief systems: Then and now; Toward a new ideology; Chapter 4 The Power, Politics, and Pathology of Ideologically Based Change; The politics of advancing a new vision; Rewriting the social contract; Pushing for change; Securing change; Constructing the enemy 327 $aWitch-hunting at OlivetAn analysis of the witch hunt; Chapter 5 Sustaining A Sense of Purpose and the Social Construction of Success; New programs and policies; Betterment of institutional life; Enhanced attractiveness of the community; Challenging members' conceptions of success; The inestimable value of success; Tempered idealism; Sustaining community; Chapter 6 Conclusion; Findings; Leadership in the cultural realm; Future research; Appendix A Research Design and Methodology; Bibliography; Index 330 8 $aAnnotation$bA decade ago, the majority of liberal arts colleges, suffering from a decline in resources, drifted from their traditional missions. This study looks at three insitutions and suggests that a clear mission is more than a common goal. 410 0$aRoutledgeFalmer Studies in Higher Education 606 $aUniversities and colleges$zUnited States$xAdministration$vCase studies 606 $aEducational planning$zUnited States$vCase studies 606 $aMission statements$zUnited States$vCase studies 615 0$aUniversities and colleges$xAdministration 615 0$aEducational planning 615 0$aMission statements 676 $a78.1/01 700 $aHartley$b Matthew$f1964-$01533689 801 0$bOCoLC-P 801 1$bOCoLC-P 906 $aBOOK 912 $a9910786618703321 996 $aCall to Purpose$93861733 997 $aUNINA