Learning Resources

Abstract: Documents the dramatic rise in sexual harassment charges filed between 1990 and 1995 with the Equal Employment Opportunity Commission (EEOC) against colleges and universities. Using the case of Elizabeth Fox-Genovese and Emory University, the author demonstrates why higher education institutions are particularly susceptible to such lawsuits and, in many cases, large settlements.

Abstract: Book Reviews: Fitting Form to Function: A Primer on the Organization of Academic Institutions, by Rudolph Weingartner. Oryx Press, 1996. 125 pages. ISBN 1-57356-022-7

Abstract: Book reviews: Bying the Best: Cost Escalation in Elite Higher Education, by Charles Clotfelter. Princeton University Press, 1996. 283 pages. ISBN 0-691-02642-4

Abstract: Book review: Leading with Soul: An Uncommon Journey of Spirit, by Lee Bolman and Terrance Deal. Jossey-Bass, 1995. 195 pages. ISBN 1-55542-707-3

Abstract: Book Review: Campus Architecture: Building in the Groves of Academe, by Richard Dober. Mcgraw-Hill, 1996. 254 pages. ISBN 0-07-017185-6

Abstract: Book review: Presidential Leadership: Making a Difference, by James Fisher and James Koch. ACE/ Oryx Press, 1996. 421 pages. ISBN 1-573656-020-0.

Abstract: Book Review: Crisis in the Academy: Rethink American Higher Education, by Christopher Lucas. St. Martin's Press, 1996. 298 pages. ISBN 1-312-12936-X.

Abstract: Although his reputation for park design is perhaps greater, Frederick Law Olmstead left an indelible mark on campus design and the way we think about campus land use planning. The author outlines five of Olmstead’s basic principles for good design that are still employed today: the campus is an extension of the community in which it exists; buildings should be domestic, not institutional, in scale; student dwellings should approximate those they will inhabit in later life; the quadrangle is too inflexible a design; and the physical campus helps to shape the "tastes, inclinations, and habits" of the students.

Abstract: Suggests that planning efforts begin not with mission statements but with key performance indicators, or KPIs, which are substantive, measurable, and specific directions that a strategic plan must address. Some of these KPIs are outside mandates, while others are internal management objectives or goals articulated by divisions or departments. The three types of KPIs form the "givens," or the foundation of the strategic plan. They take account of the various pulls on the institution, and outline more specific ways to address multiple needs and goals. Finally, they provide benchmarks against which institutions can measure the success of their planning efforts.

Abstract: Book review: Bonfire of the Humanities: Television, Subliteracy, and Long-Term Memory Loss, by David Marc, Syracuse University Press, 1995. 158 pages. ISBN 0-8156-0321-5.