Learning Resources

Abstract: Contends that profound societal changes and sharper delineation among higher education institutions suggests a need for new planning procedures and practices. Asserts that planning must now focus on structural changes appropriate to a particular type of institution. Advocates studying innovations occurring outside traditional institutions and promoting substantive structural changes rather than incremental strategic ones. Reexamining the reform efforts of successful leaders in higher education history might yield some clues as to how to proceed in this new stage of higher education planning.

Abstract: This article reviews how one urban university campus sustained momentum and gained increasing levels of commitment and support from the campus community for its strategic plan. The focus of the article is a discussion of the multi-faceted communication plan used on campus to review progress on the plan, acknowledge successes, identify new challenges, set annual priorities, and link the plan and priorties with resources.

Abstract: Higher education institutions are urged to adopt mangement innovations but little is empirically know about the degree to which they do so. This study intergrates and triangulates several data sources in a an attempt to identify to identify the extent to which one mangement innovation, Total Quality Management/ Continuous Quality Improvement (TQM/CQI) actuallya has been adopted in the administrative practices of colleges and universities. We also assess adoption rate among institutions of different types, and propse several reasons for the differences discovered by this study. The data indicate that TQM/CQI has not been adopted to the extent claimed by some of its supporters, and suggested that claims of adoption of future innovations should be viewed skeptically rather than accepted uncritically.

Abstract: Book review of "The Vitality of Senior Faculty Members: Snow on the Roof--Fire in the Furnace," by Carole J. Bland and William H. Bergquist. ASHE-ERIC Higher Education Report, volume 25, number 7. 1997. 169 pages. ISBN 1-878380-79-6 paperback.

Abstract: Describes the University of Washington’s attempt to support students and faculty in their access to and understanding of new information technology. Details a collaborative partnership among five administrative units to plan faculty support for the adaptation of new technologies for instructional purposes. Provides some guidelines for implementing technology support services for faculty, and details some of the obstacles the university met along the way.

Abstract: Examines traditional notions of the campus as a physical place, and considers how those notions must be reexamined in light of the movement towards an increasingly virtual campus. Challenges institutions to recognize the value and importance of a sense of place consistent with the development of both the physical and virtual campuses. Such a sense of place, the author contends, is central to fostering a learning community.

Abstract: This article describes the administrative challenge that directors of distance learning programs have to face throughout the United States. It outlines the confusion and problems that exsit with the lack of a singular vision for distance learning. Several distance learning models presented with recommendations.

Abstract: Book Review of Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (revised edition), by John M. Bryson. Jossey-Bass, 1995. 325 pages. ISBN 0-7879-0141-5.

Abstract: Book review of "The Shaping of American Higher Education: Emergence and Growth of the Contemporary System," by Arthur M. Cohen. Jossey-Bass, 1998. 495 pages. ISBN 0-7879-1029-5.

Abstract: This paper explores the major factors underlying public-private partnership formation in university settings and proposes a framework of "institutional readiness" for engaging in such efforts. That framework joins theoretical perspectives with a case study experience of the California State University. The basic premise is that the single most important contributor to success is preparation or readiness by the university prior to the initiation of a partnership. Public institutions must change in fundamental ways before courting private partners, not during or after that process has begun. The authors present one means for performing that assessment, gauging the institution's capacity for a successful partnership, and identifying what the university should be prepared to do.