Academic Leadership and Governance of Higher Education: A by Robert M. Hendrickson

By Robert M. Hendrickson


"The publication is content material wealthy for these searching for precise history details on a variety of issues. The record is way too lengthy to copy the following, yet suffice it to assert that it is a complete paintings that addresses matters relating to organizational dynamics, coverage frameworks, govt pursuits, educational courses, school obligations, trusteeship, worldwide schooling, criminal concerns, strategic making plans, and, in fact, pupil good fortune. If there's one finished textual content you are ready to review approximately larger schooling, make it this one."―The division Chair

“A treasure trove of vital techniques and useful knowledge for a person attracted to gaining knowledge of the nuances of potent educational management in greater schooling. The authors mix key concept and real-world perception in ways in which are incisive, fascinating, and informative. A entire consultant and priceless source for pro directors and newly appointed board contributors alike.”?Joseph P. Zolner, Senior Director of upper education schemes, Harvard Graduate university of schooling

To meet the hot and speedily altering calls for dealing with today’s larger schooling managers and leaders – from division chairs to trustees – this ebook deals advice on the way to successfully discharge their obligations and the way to advance their abilities for dealing with their relationships with inner and exterior stakeholders. It additionally presents a wide knowing of the constitution and services in their establishment and of the right loci of decision-making.

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Additional info for Academic Leadership and Governance of Higher Education: A Guide for Trustees, Leaders, and Aspiring Leaders of Two- and Four-Year Institutions

Sample text

Lay fundamental questions stemming in large measure from the . . putative republican model: Who owned the colleges? What was their mission? What should students be taught? And how could they be controlled’’ (p. 45). As the societal needs of a growing United States expanded and matured, new institutions of higher education emerged throughout this generational progression, but, just as important, existing institutions adapted to a changing environment in a fashion typical of the entrepreneurial spirit of the nation.

More than just setting goals, organizations also develop strategies to achieve those goals. Leaders make decisions about where they will operate, the type of product or service they will produce, and whom they will hire to perform the work. Most educational institutions, particularly those in the public sector, are often constrained in that they do not always have control over their budgets and have limited flexibility in terms of adjusting their workforce because of tenure and union rules. Yet within whatever constraints that may exist, organization officials must determine how best to achieve their goals.

San Francisco, CA: JosseyBass. , Ryan, W. , & Taylor, B. E. (2005). Governance as leadership: Reframing the work of nonprofit boards. Hoboken, NJ: Wiley. Cohen, M. , & March, J. G. (1974). Leadership and ambiguity: The American college president. New York, NY: McGraw-Hill. , & Stephens, J. (2003). Educating citizens: Preparing America’s undergraduates for lives of moral and civic responsibility. San Francisco, CA: Jossey-Bass. , & de Russy, C. (2006). Essays in perspective: Assessing the university president.

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