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Educational Administration and Supervision Commons™
Open Access. Powered by Scholars. Published by Universities.®
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Articles 211 - 240 of 1061
Full-Text Articles in Educational Administration and Supervision
University Reporter - Vol. 06, No. 02 - October 2001, University Of Massachusetts Boston
University Reporter - Vol. 06, No. 02 - October 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 06, No. 01 - September 2001, University Of Massachusetts Boston
University Reporter - Vol. 06, No. 01 - September 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Brief 8: Graduate Preparation Of Student Affairs Staff: What's Needed, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 8: Graduate Preparation Of Student Affairs Staff: What's Needed, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
The Student Affairs profession has changed significantly. Is graduate training keeping up? Do young Student Affairs professionals know what to expect once they get to campus? Members of NERCHE’s Student Affairs Think Tank met to discuss the relationship between graduate training and the workplace.
Brief 7: Preparing For The Next Wave Of Faculty, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 7: Preparing For The Next Wave Of Faculty, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
Ten years ago higher education scholars predicted a major faculty turnover in the late 1990s and into the twenty-first centurya prediction based on demographic data on an aging faculty. The turnover is under way, accelerated by early retirement policies. Currently blocks of faculty positions are opening up at regional colleges and universities, and new faculty are being hired in groups, rather than a few at a time. In larger universities, the impact of this kind of hiring is felt most acutely at the department level. At small institutions, the effects can be institution wide. Throughout this academic year, NERCHE’s Department …
University Reporter - Vol. 05, No. 09 - May 2001, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 09 - May 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 05, No. 08 - April 2001, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 08 - April 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Brief 6: The Merit Aid Question: How Can We Attract Promising Students While Preserving Educational Opportunity For All?, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 6: The Merit Aid Question: How Can We Attract Promising Students While Preserving Educational Opportunity For All?, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
NERCHE’s think tank members recently participated in a discussion of the competitive forces driving change in higher education. The discussion, facilitated by The Futures Project: Policy for Higher Education in a Changing World (www.futuresproject.org), revealed tremendous concern among faculty and administrators in New England about safeguarding the principles of equal access and equal educational opportunity during a time of accelerating competition for students. This is a crucial time for a reevaluation of barriers to full educational opportunity in this country. We need policies both at the institutional level and the state and federal levels to reverse the widening educational and …
University Reporter - Vol. 05, No. 07 - March 2001, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 07 - March 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Brief 5: For Funders Of Multi-Institutional Collaborations In Higher Education: Support Partnership Building, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 5: For Funders Of Multi-Institutional Collaborations In Higher Education: Support Partnership Building, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
This brief was derived from the discussions of NERCHE’s think tank for coordinators of GEAR UP school-college partnerships. The insights of these coordinators point to the principle that it is the quality of the relationships among the partners that determines the effectiveness of multi-institutional collaborations. This means then that those who support and invest in multi-institutional collaborations should also focus on supporting the process of partnership building. But what does this mean in practical terms? It means being strategic right from the beginning in the design of grant structures, and throughout the relationship with the grantees. This brief provides examples …
University Reporter - Vol. 05, No. 06 - February 2001, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 06 - February 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Scholarship Unbound: Assessing Service As Scholarship In Promotion And Tenure Decisions, Kerryann O’Meara
Scholarship Unbound: Assessing Service As Scholarship In Promotion And Tenure Decisions, Kerryann O’Meara
New England Resource Center for Higher Education Publications
Scholars of higher education have long recognized that existing reward systems and structures in academic communities do not weight faculty professional service as they do teaching and research. This paper examines how four colleges and universities with exemplary programs for assessing service as scholarship implemented these policies within colleges of education. Case studies suggest that policies to assess service as scholarship can increase consistency among an institution’s service mission, faculty workload, and reward system; expand faculty’s views of scholarship; boost faculty satisfaction; and strengthen the quality of an institution’s service culture.
University Reporter - Vol. 05, No. 05 - January 2001, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 05 - January 2001, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 05, No. 04 - December 2000, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 04 - December 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 05, No. 03 - November 2000, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 03 - November 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 05, No. 02 - October 2000, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 02 - October 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 05, No. 01 - September 2000, University Of Massachusetts Boston
University Reporter - Vol. 05, No. 01 - September 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Brief 3: Making Assessment Work, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 3: Making Assessment Work, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
Assessment and accountability are embedded in the context in which most colleges and universities operate. In the current climate, one is deeply entwined with the other. Originally, assessment in higher education meant assessing students. The broader appeal of the concept quickly claimed the attention of a multitude of constituents within the academy, each with a different goal in mind – from program review to public relations. Those whose relationship to the academy was once or twice removed, such as trustees, accreditors, and legislators, saw assessment as a simple and cost effective means to report information about the effectiveness of complex …
University Reporter - Vol. 04, No. 09 - May 2000, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 09 - May 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Reviewing And Renewing General Education: A Practical Guide, Janice S. Green
Reviewing And Renewing General Education: A Practical Guide, Janice S. Green
New England Resource Center for Higher Education Publications
The process of reviewing and renewing a program of general education is complex, challenging, and often frustrating. This paper is presented with the aim of facilitating the process from inception to successful conclusion. Practical guidelines and suggestions, derived from long experience as faculty member, academic administrator, and consultant, are offered to assist those responsible for reviewing, evaluating, developing, and implementing general education curricula. Emphasis is placed on collaborative practices, ongoing open communication, thorough planning, and reliable information. It is assumed throughout, that pitfalls can be avoided, obstacles circumvented, and a climate of civility maintained despite the difficulty and scope of …
Brief 2: Benchmarking From The Perspective Of Chief Financial Officers, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 2: Benchmarking From The Perspective Of Chief Financial Officers, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
Benchmarking is a widespread practice in all industries today. Higher education is no exception. One need only look at annual rankings in U.S. News and World Report to appreciate power of benchmarking in a market-driven society that is seeking the best value in education. To the public, and even to leaders in higher education, measures such as these amount to an externally imposed evaluation. The impact of benchmarking on an institution can be significant. But is it worth it? Chief Financial Officers from the New England area offer their views.
University Reporter - Vol. 04, No. 08 - April 2000, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 08 - April 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 04, No. 07 - March 2000, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 07 - March 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 04, No. 06- February 2000, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 06- February 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
Brief 1: The Technology Challenge On Campus From The Perspective Of Chief Academic Officers, New England Resource Center For Higher Education, University Of Massachusetts Boston
Brief 1: The Technology Challenge On Campus From The Perspective Of Chief Academic Officers, New England Resource Center For Higher Education, University Of Massachusetts Boston
New England Resource Center for Higher Education Publications
The wonders of the information technology (IT) revolution have landed hard and fast on college campuses bringing with them a myriad of challenges for academic leaders. A group of Chief Academic Officers met to discuss the challenges of technology on their campuses. They identified three categories that have implications for organization and planning: 1) Finances and Economic Capacity, 2) Priority Setting and Assessment of Value and 3) The Role of the Faculty.
Black Women In The Economy: Facing Glass Ceilings In Academia, Bette Woody, Diane Brown, Teresa Green
Black Women In The Economy: Facing Glass Ceilings In Academia, Bette Woody, Diane Brown, Teresa Green
Trotter Review
The shrinking population of Black male doctoral degree holders may hold much of the key to the problems of Black women. Declines in Black male interest in doctoral degrees, has clearly not spelled gains for the recruitment of Black female scholars. New evidence of these patterns is visible in the latest government data on academic achievement of Black women and teaching job success. While Black women are achieving at high rates, they are also systematically by-passed by an expanded recruitment of African and Caribbean males to fill teaching positions in doctoral and research institutions. This new trend has probably reduced …
University Reporter - Vol. 04, No. 05 - January 2000, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 05 - January 2000, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 04, No. 04 - December 1999, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 04 - December 1999, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
University Reporter - Vol. 04, No. 03 - November 1999, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 03 - November 1999, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.
An Examination Of Multi-Institutional Networks, Nancy L. Thomas
An Examination Of Multi-Institutional Networks, Nancy L. Thomas
New England Resource Center for Higher Education Publications
The purpose of this paper is to identify techniques for designing and maintaining effective multi-institutional collaborative projects that will also encourage the success of each individual institution. It contains recommendations regarding the formation and management of the networks. First, it reviews project goals and desired outcomes, with consideration of whether collaboration should be a means or an end. Next, the paper turns to strategies for forming and managing networks, with particular attention to the selection and role of a “project leader.” It then considers the role and responsibility of institutional participants, reviewing criteria for network participation and arguing in favor …
University Reporter - Vol. 04, No. 02 - October 1999, University Of Massachusetts Boston
University Reporter - Vol. 04, No. 02 - October 1999, University Of Massachusetts Boston
1996-2009, University Reporter
No abstract provided.