Autore	Buller Jeffrey L
Edizione	[1st ed.]
Pubbl/distr/stampa	San Francisco, Calif., : Jossey-Bass, 2010
Descrizione fisica	1 online resource (339 p.)
Disciplina	378.1/01
Soggetto topico	Educational leadership - United States Education, Higher - Effect of technological innovations on - United States College administrators - United States
Soggetto genere / forma	Electronic books.
ISBN	0-470-90796-7 1-282-82260-8 9786612822605 0-470-90759-2
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Academic Leadership Day by Day: Small Steps That Lead to Great Success; Contents; Preface; September; October; November; December; January; February; March; April; May; The Author; Index
Record Nr.	UNINA-9910459530303321

Autore	Buller Jeffrey L
Edizione	[1st ed.]
Pubbl/distr/stampa	San Francisco, : Jossey-Bass, 2012
Descrizione fisica	1 online resource (xiv, 256 pages)
Disciplina	378.1/2
Collana	Gale eBooks
Soggetto topico	College teachers - Rating of - United States Universities and colleges - United States - Evaluation
ISBN	1-118-23788-9 1-283-54265-X 9786613855107 1-118-22451-5
Classificazione	EDU001000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	pt. 1. The fundamental goals of review and evaluation -- pt. 2. Primarily formative review and evaluation -- pt. 3. Summative review and evaluation -- pt. 4. Quantitative and qualitative approaches to review and evaluation.
Record Nr.	UNINA-9910779500003321

Autore	Buller Jeffrey L
Edizione	[1st ed.]
Pubbl/distr/stampa	San Francisco, : Jossey-Bass, 2012
Descrizione fisica	1 online resource (xiv, 256 pages)
Disciplina	378.1/2
Collana	Gale eBooks
Soggetto topico	College teachers - Rating of - United States Universities and colleges - United States - Evaluation
ISBN	1-118-23788-9 1-283-54265-X 9786613855107 1-118-22451-5
Classificazione	EDU001000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	pt. 1. The fundamental goals of review and evaluation -- pt. 2. Primarily formative review and evaluation -- pt. 3. Summative review and evaluation -- pt. 4. Quantitative and qualitative approaches to review and evaluation.
Record Nr.	UNINA-9910823262903321

Autore	Buller Jeffrey L
Pubbl/distr/stampa	Hoboken, : Wiley, 2014
Descrizione fisica	1 online resource (286 p.)
Disciplina	378.101
Soggetto topico	Educational change Educational leadership Universities and colleges -- Administration Universities and colleges - Administration Education Social Sciences Theory & Practice of Education
Soggetto genere / forma	Electronic books.
ISBN	1-119-21082-8 1-118-76223-1
Classificazione	EDU001000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover; Title Page; Copyright; Contents; About the Author; Introduction; Chapter 1 The Only Thing We Have to Change Is-Change Itself; The Kübler-Ross Model of Change Management; The Krüger Model of Change Management; The Kotter Model of Change Management; The Role of Organizational Culture in Change Processes; Hierarchical Organizations; Decentralized Organizations; Distributed Organizations; The IKEA Effect; Why Change Must Change; What about Other Stakeholders?; Conclusion; Chapter 2 Reframing Change; Different Ways of Viewing Change; The Common View of Change; The Classical View of Change The View of Continual ChangeThe Intentional View of Change; The Visionary View of Change; Bolman and Deal's Four-Frame Model; De Bono's Six Thinking Hats; Ten Analytical Lenses; Conclusion; Chapter 3 Determining the Need for Change; Is All Change Good for Higher Education?; Is All Change Bad for Higher Education?; Is Some Change Good for Higher Education?; Case Study: Pursuing Innovation without First Establishing Need; The Ten Analytical Lenses and the Need for Change; The Drivers of Change; The Central Role of the Needs Case in Change Leadership; Conclusion Chapter 4 From Change Management to Change LeadershipThe Learning Culture Theory; The Change Leader's Road Map and the Change Journey; C. Otto Scharmer's Theory U and Mindfulness-Based Leadership; Creative Leadership; The Pattern That Emerges; Change Leadership in Higher Education; Scenario One; Scenario Two; A Comparison of These Strategies; Conclusion; Chapter 5 Why Strategic Planning Doesn't Work; A Brief Primer on Strategic Planning; The Limitations of Strategic Planning in Higher Education; Little Advice on How to Plan; Overly Generic Mission Statements; Limited Options The Planning FallacyThe Need to Measure the Measurable; Shallow SWOT Analysis; Platonicity, Reification, and the Lorenz Butterfly Effect; Fitting the Culture; The Lack of Mission in Mission Statements; Better Approaches to Strategic Change; Scenario Planning; The Strategic Compass; Conclusion; Chapter 6 Creating a Culture of Innovation; Creativity as Lateral Thinking; Preparing a Program for Formalized Lateral Thinking; Refinements to Formalized Lateral Thinking; The Role of Mind-Set, Outliers, and Learned Optimism; Innovation Killers and Innovation Midwives; Conclusion Chapter 7 Leading Reactive ChangeFighting Icebergs with ICE; Types of Change; Is Reacting Actually Leading?; The Transformation from Elon College to Elon University; The Transformation from High Point College to High Point University; The Lessons to Be Learned; Levels of Change; Conclusion; Chapter 8 Leading Proactive Change; The Myth of Visionary Leadership; The Telling-Is-Leading Fallacy; Arizona State University; University of Notre Dame; The New Horizons Plan for Saudi Higher Education; Conclusion; Chapter 9 Leading Interactive Change; University of Nebraska-Lincoln The Rules of the Red Rubber Ball
Record Nr.	UNINA-9910140489403321

Autore	Buller Jeffrey L
Edizione	[1st ed.]
Pubbl/distr/stampa	Hoboken, : Wiley, 2014
Descrizione fisica	1 online resource (286 p.)
Disciplina	378.101
Soggetto topico	Educational change Educational leadership Universities and colleges -- Administration Universities and colleges - Administration Education Social Sciences Theory & Practice of Education
ISBN	1-119-21082-8 1-118-76223-1
Classificazione	EDU001000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover; Title Page; Copyright; Contents; About the Author; Introduction; Chapter 1 The Only Thing We Have to Change Is-Change Itself; The Kübler-Ross Model of Change Management; The Krüger Model of Change Management; The Kotter Model of Change Management; The Role of Organizational Culture in Change Processes; Hierarchical Organizations; Decentralized Organizations; Distributed Organizations; The IKEA Effect; Why Change Must Change; What about Other Stakeholders?; Conclusion; Chapter 2 Reframing Change; Different Ways of Viewing Change; The Common View of Change; The Classical View of Change The View of Continual ChangeThe Intentional View of Change; The Visionary View of Change; Bolman and Deal's Four-Frame Model; De Bono's Six Thinking Hats; Ten Analytical Lenses; Conclusion; Chapter 3 Determining the Need for Change; Is All Change Good for Higher Education?; Is All Change Bad for Higher Education?; Is Some Change Good for Higher Education?; Case Study: Pursuing Innovation without First Establishing Need; The Ten Analytical Lenses and the Need for Change; The Drivers of Change; The Central Role of the Needs Case in Change Leadership; Conclusion Chapter 4 From Change Management to Change LeadershipThe Learning Culture Theory; The Change Leader's Road Map and the Change Journey; C. Otto Scharmer's Theory U and Mindfulness-Based Leadership; Creative Leadership; The Pattern That Emerges; Change Leadership in Higher Education; Scenario One; Scenario Two; A Comparison of These Strategies; Conclusion; Chapter 5 Why Strategic Planning Doesn't Work; A Brief Primer on Strategic Planning; The Limitations of Strategic Planning in Higher Education; Little Advice on How to Plan; Overly Generic Mission Statements; Limited Options The Planning FallacyThe Need to Measure the Measurable; Shallow SWOT Analysis; Platonicity, Reification, and the Lorenz Butterfly Effect; Fitting the Culture; The Lack of Mission in Mission Statements; Better Approaches to Strategic Change; Scenario Planning; The Strategic Compass; Conclusion; Chapter 6 Creating a Culture of Innovation; Creativity as Lateral Thinking; Preparing a Program for Formalized Lateral Thinking; Refinements to Formalized Lateral Thinking; The Role of Mind-Set, Outliers, and Learned Optimism; Innovation Killers and Innovation Midwives; Conclusion Chapter 7 Leading Reactive ChangeFighting Icebergs with ICE; Types of Change; Is Reacting Actually Leading?; The Transformation from Elon College to Elon University; The Transformation from High Point College to High Point University; The Lessons to Be Learned; Levels of Change; Conclusion; Chapter 8 Leading Proactive Change; The Myth of Visionary Leadership; The Telling-Is-Leading Fallacy; Arizona State University; University of Notre Dame; The New Horizons Plan for Saudi Higher Education; Conclusion; Chapter 9 Leading Interactive Change; University of Nebraska-Lincoln The Rules of the Red Rubber Ball
Record Nr.	UNINA-9910820875103321