Learning Resources

Abstract: Many prognosticators see emerging digital technologies as resulting in the demise of a significant number of institutions of higher education. Institutions at greatest risk are those that do not identify and prepare to compete in clearly defined market niches. This article proposes several market niches and faculty roles within these niches. A risk assessment instrument is provided by which the leadership of an institution can judge the degree to which their institution is at risk.

Abstract: Institutions of higher education, and their leadership, are confronted with a “new reality” characterized by the influence of powerful external forces and stressful internal change. Planners, and the planning and management systems that they help design and service, can be instrumental in supporting university presidents as they execute their leadership agendas. Planners can enhance their effectiveness, and planning itself, by developing a deeper understanding of their institutions as complex organizations in general, and as political systems in particular. Also, by understanding planning as a political process and the role of the president as a political leader, planners can enhance their contributions to the institutions they serve.

Abstract: Universities, like other organizations, are affected by many interrelated influences and systems. In the early 1980s, because of its below average freshmen-to-sophomore year retention rates for an institution of its type, large developmental enrollment, and poor graduation rates, Louisiana State University and A & M (LSU) did not compare to other major state universities in terms of student success rates. Using a systems theory approach to analyzing the affect of inputs on outputs, this article describes the efforts that were made to transform the quality and completion rates of undergraduate students at LSU by changing the criteria for the admission of new freshmen.

Abstract: Universities, like other organizations, are affected by many interrelated influences and systems. In the early 1980s, because of its below average freshmen-to-sophomore year retention rates for an institution of its type, large developmental enrollment, and poor graduation rates, Louisiana State University and A & M (LSU) did not compare to other major state universities in terms of student success rates. Using a systems theory approach to analyzing the affect of inputs on outputs, this article describes the efforts that were made to transform the quality and completion rates of undergraduate students at LSU by changing the criteria for the admission of new freshmen.

Abstract: To be successful in our technological age, higher education institutions must be adept at managing the tension between the models of commodity and community.

Abstract: The authors describe why typical change efforts fail and define both the need and the process for creating change. They also emphasize the critical nature of learning as it relates to change and introduce the universal change principle—that learning precedes change. The role of culture in the change process is explored. The authors then walk the reader through a step-by-step change creation process, which is designed to support successful change efforts.