Learning Resources

Abstract: Retaining students is a critical topic in higher education. Methodologies abound to gather attrition data as well as key variables important to retention. Using the theories of total quality management and focus groups, this case study gathers and reports data from current college students. Key results, suggestions for replication, and areas for future research are included.

Abstract: New subscribers to the Harvard Business Review receive as a bonus with their first issue a compilation of fifteen classics, which appeared in previous HBR issues. One article, “Leading Change: Why Transformation Efforts Fail”, by John P. Kotter, first appeared in the March-April 1995 issue and is often referenced as a guide to strategic change in organizations. It is the purpose of the article to evaluate a change process undertaken at a large comprehensive baccalaureate institution in the context of Kotter’s suggested eight steps in transforming an organization.

Abstract: This article looks at how behavioral research can be an effective tool to use during the redesign process of university plazas. It also summarizes the research that was conducted at University Union Plaza at California Polytechnic State University (Cal Poly), a 30-year-old plaza that is scheduled to be redesigned. Through the use of behavioral and cognitive mapping techniques, this research illustrates how people react to various design characteristics of the existing plaza and how this affects the way they use the space. The research was used as a tool to analyze the positive and negative design attributes of the existing plaza and to provide recommendations for its redesign. The research method described in this article was an effective way for Cal Poly planners to analyze the plaza’s existing design and provides justifiable recommendations for its redesign. This research has not only been beneficial to planners at Cal Poly but can also be useful for professionals at other university campuses interested in redesigning plazas and communal areas.

Abstract: A strategic planning model for colleges and universities is presented which integrates competitive benchmarking and an adaptation of Hill’s manufacturing strategy model. Hill’s model is altered to focus on student-winners and is used to design programs of study and supporting services. Benchmarking is used as a key component of the planning process. This model is based on integrating program strategy with recruiting strategy to satisfy the needs of stakeholders including students, faculty and industry recruiters. A planning context is developed and a modeling example is presented. This paper responds to the need for improvements in traditional strategic planning in higher education to develop a more holistic and integrative approach.