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Planning for Higher Education Journal

Published
December 1, 2000

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The Balanced Scorecard: Beyond Reports and Rankings

By: Alice C. Stewart,Julie Carpenter-Hubin

More commonly used in the commercial sector, this approach to strategic assessment can be adapted to higher education.

From Volume 29 Number 2 | Winter 2000–2001

Abstract: Effective benchmarking demands continuous change with equal emphasis on identifying the goal and understanding why the goal is important. In this article, the authors suggest analytic frameworks that might be useful in moving benchmarking from a tracking and monitoring exercise to an organizational process that informs the strategic decision making of university administration.

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Planning for Higher Education Journal

Published
December 1, 2000

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Changes in Spanish Universities: Improvements and Unsolved Conflicts

By: Jose-Gines Mora,Javier Vidal

While the Spanish system of higher education has taken great strides forward in the last two decades, there is still room for improvement.

From Volume 29 Number 2 | Winter 2000–2001

Abstract: Spain has experienced a period of profound change affecting its political, social, and economic systems in the last two decades. These changes, in turn, have affected the higher education system considerably. Because they have taken place over a short period of time, these changes have created a dynamic situation. Although the consequences of most of these changes have been extremely positive, some unintended negative effects have also occurred. Both positive and negative consequences of the fast change are discussed in this article.

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Planning for Higher Education Journal

Published
December 1, 2000

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Commodity and Community: Institutional Design for the Networked University

By: Phillip E. Agre

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

From Volume 29 Number 2 | Winter 2000–2001

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.

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Planning for Higher Education Journal

Published
December 1, 2000

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Change Creation: The Rest of the Planning Story

By: Dale Lick,Roger Kaufman

Change creation, moving beyond change management, is a proactive process in which change is an accepted—and even welcomed— reality.

From Volume 29 Number 2 | Winter 2000–2001

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.

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Planning for Higher Education Journal

Published
September 1, 2000

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Portraits of Students: A Retrospective

By: K. Patricia Cross

A tour of the past 30 years of student trends highlights the challenge of change.

From Volume 29 Number 1 | Fall 2000

Abstract: In this article, the author reviews 60 articles about students that were published between 1969 and 1999. She identifies five distinctive galleries of student portraits as they were revealed in the writings of authors over the 30-year period. Galleries visited and analyzed for their impact on higher education are Student Protest, Open Admissions, Diversity, Lifelong Learning, and Student as Consumer.

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