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

By Robert M. Hendrickson


"The e-book is content material wealthy for these searching for distinctive heritage info on a variety of issues. The checklist is much too lengthy to copy the following, yet suffice it to claim that this can be a accomplished paintings that addresses concerns with regards to organizational dynamics, coverage frameworks, govt pursuits, educational courses, school tasks, trusteeship, international schooling, criminal issues, strategic making plans, and, in fact, pupil luck. If there's one finished textual content you're ready to check approximately better schooling, make it this one."―The division Chair

“A treasure trove of significant thoughts and useful knowledge for a person drawn to gaining knowledge of the nuances of potent educational management in greater schooling. The authors mix key idea and real-world perception in ways in which are incisive, attention-grabbing, and informative. A complete consultant and precious source for professional directors and newly appointed board individuals alike.”?Joseph P. Zolner, Senior Director of upper education schemes, Harvard Graduate college of schooling

To meet the hot and quickly altering calls for dealing with today’s greater schooling managers and leaders – from division chairs to trustees – this booklet deals assistance on easy methods to successfully discharge their duties and the way to strengthen their talents for coping with their relationships with inner and exterior stakeholders. It additionally offers a extensive figuring out of the constitution and services in their establishment and of the correct loci of decision-making.

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Extra 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

Board members have fiduciary and legal responsibilities that make them personally liable for damages, and presidents’ and other senior administrators’ jobs are on the line for their decisions. In contrast, faculty members have neither fiduciary responsibility nor career accountability for the decisions in which a typical governance structure allows them to participate. When tenure is considered, the lack of accountability within the faculty is almost ironclad. Fortunately, at most colleges and universities the majority of faculty members involved in governance understand these issues and participate with the best interests of the institution at heart.

This is in large part because of the multiple functions performed by the academic organization and the high level of professional autonomy experienced by faculty. Second, decision-making processes are not clear. While the system of decision making may be familiar, the exact nature of the process changes based on the nature of the problem to be solved, the solutions available at any one time, and the individuals involved in the process. Third, participation in the decision-making process is fluid.

New York, NY: Random House. Welzenbach, L. F. ). (1982). College and university business administration. Washington, DC: National Association for College and University Business Officers. S. higher education are the rich diversity of institution types and the inherent complexity that accompanies their administration and management. This diversity has arisen not from any purposeful design but through a centuries-long evolutionary process that reflects the educational aspirations of myriad religious, individual, social, and governmental entities seeking independently to express their higher education ideals within a democratic society that permitted and encouraged organizational individuality and creativity.

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