Learning Resources

Abstract: Considers the nature of change in higher education institutions, and offers an explanation for why change occurs as it does in colleges and universities. The author cites multiple goals and measures of success, coupled with an anti-authoritarian institutional culture in the business of providing services rather than products, as reasons why change often occurs slowly and circuitously. In addition, five change-inhibitors peculiar to the public sector are examined, and suggestions for implementing change in public higher education are provided.

Abstract: Examines changes in the demographics and needs of today’s college and university students, and the implications for campus planning at all levels: academic, financial, and facilities. Because the pool of students has increasingly diversified, so there is a need for a greater range of types of institutions. Suggests that the institutions that are most aware of their core values, strengths, and limitations will be the ones most successful in addressing the needs of a today’s student population.

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 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.

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: 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.