Education Commons^™

Report On The Survey Of Governance And Adaptation To Innovative Modes Of Higher Education Provision (Gaihe), Andrew Gibson, Ellen Hazelkorn, Barry Colfer

Reports

Higher education around the world is undergoing significant change. Globalisation and competition from new modes of provision have sparked a strong debate about how to maintain the efficiency and effectiveness of higher education. These developments challenge the “traditional” model of university education and its future. How does the management of European universities adapt to these innovations? What are the new modes of education provision across Europe? What is the role of university governance and government policy in establishing and regulating innovative modes of education provision? What are the motivations, barriers and drivers for innovative education provision?

The definition of innovation …

Future-Focused Leadership: Three Mega-Trends Influencing Distance Learning, Connie I. Reimers-Hild

Kimmel Education and Research Center: Faculty and Staff Publications

While many continue to question the skyrocketing costs and value of a college education, future-focused leaders are recreating learning experiences by blending technology with the human experience. What does the future of distance learning look like, taste like and feel like? It can be difficult to predict the future of education as the world continues to evolve at an increasingly rapid pace; however, distance learning administrators can use a future-focused leadership approach, which includes examining megatrends, to plan for the future. Megatrends are global shifts that influence society, the economy and the environment. The purpose of this paper is to …

Instituting Large Scale Change At A Research Intensive University: A Case Study, Robert Drake, James Crawford, Chad Rohrbacher

Publications

This paper uses Bolman and Deal’s four analytic frames to examine the difficulty of instituting large-scale change at one research-intensive university. In this case, the partially successful attempt to implement a new curriculum for undergraduates at North Carolina Agricultural and Technical State University is explored. The authors theorize that if an institution is to attempt a far-reaching, innovative transformation, it must have consistent leadership and the commitment of middle managers. Otherwise well-crafted plans are doomed to meet resistance.