Newman / Scott Higher Education Administration

1. Auflage 2015
ISBN: 978-1-62396-850-2
Verlag: Information Age Publishing
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 179 Seiten

Few resources exist for individuals who wish to subscribe to a practical, applied learning approach to higher education administration. To that end, the book’s vignettes: 1) reflect the diversity of issues, roles, contexts and situations postsecondary leaders face—yet are uncommonly addressed in learning resources; 2) place learners in authentic higher education administrative circumstances in which they must respond; 3) facilitate further individual or collective exploration; and 4) may be adapted to a broad array of formal and informal professional development needs. The book’s scenarios include a broad assortment of exhibits (e.g., correspondences, articles, institutional policies, etc.) which allow learners to practice evaluating a range of information sources common in postsecondary administration. In addition, each vignette provides learners with guided opportunities to determine how and why they might respond in the situations presented, and offers chances to assess the responses of actual higher education administrators to authentic situations and challenges. ENDORSEMENTS: “Instead of management theory pronounced from on high, this collection presents 50 realworld situations typical of those higher education leaders grapple with daily. From impassionedyetquestionable expenditure requests, to nasty intradepartmental conflicts, to intrusive elected officials, responses to these challenges make or break careers in academic administration. Read Higher Education Administration: 50 CaseBased Vignettes to understand more fully the land mines that litter the landscape of university and college leadership, as well as how to navigate through them.” Kevin P. Reilly, President Emeritus and Regent Professor, University of Wisconsin System, and Presidential Advisor for Leadership, American Council on Education “In Higher Education Administration: 50 CaseBased Vignettes, Scott Newman presents a series of cases based upon actual situations faced by practicing administrators. The cases apply to all levels of leadership and include situations dealing with ethics, peer relationships, interference from a former administrator, political issues with policy makers, fairness of resource allocation, competence of support department personnel, freedom of speech, and many others. This collection of cases is a valuable resource for both current and prospective higher education leaders. Thinking about possible responses to these vignettes will prepare leaders to deal with the situations they will no doubt face in real life.” George R. Boggs, President and CEO Emeritus, American Association of Community Colleges; Superintendent/President Emeritus, Palomar College “Higher education is at an incredibly dynamic point historically. Many of the assumptions about leadership in this tumultuous environment are under close scrutiny. Higher Education Administration: 50 CaseBased Vignettes is a very practical and userfriendly group of case studies that allows thoughtful exploration of authentic situations. Each one of the scenarios raises a number of important themes relevant to postsecondary leadership in the 21st century. The text represents a bestpractice approach for the preparation of current and future leaders for a range of challenging roles.” Gregg Garn, Dean and Presidential Professor of the Jeannine Rainbolt College of Education, and Executive Director of the K20 Center, The University of Oklahoma “Scott Newman’s wellcrafted Higher Education Administration: 50 CaseBased Scenarios represents a unique and invaluable learning resource for any current or future higher education leaders—from graduate students to seasoned administrators. Finding another resource that facilitates such an authentic exploration of so many different dimensions of postsecondary leadership will be difficult if not impossible.” Gerardo de los Santos, President and Chief Executive Officer, League for Innovation in the Community College “Newman’s Higher Education Administration: 50 CaseBased Vignettes is an invaluable, appliedlearning resource for anyone interested in pursuing or advancing a career in postsecondary leadership. Readers will thoroughly enjoy this excellent collection of realworld, higher education administration case studies!” Mary John O’Hair, Dean of the College of Education, and Executive Director of the Kentucky P20 Innovation Lab, University of Kentucky

Autoren/Hrsg.

Newman, Scott

Newman,

Scott,

Inhaltsverzeichnis

1;Cover;1
2;Higher Education Administration;4
3;Library of Congress Cataloging-in-Publication Data;5
4;Dedication;6
5;Contents;8
6;Preface;14
7;Acknowledgments;16
8;SECTION I: Chief Executive Officers;18
8.1;1: Opportunity v. Obligation;20
8.2;2: The Disposal Dilemma;24
8.3;3: The Insistent Invitee;28
8.4;4: Audit Action;32
8.5;5: The Persistent Patron;36
8.6;6: The Assertive Alumnus;40
8.7;7: Aid or Abstain;44
8.8;8: The Planning Problem;46
8.9;9: A Revenue Row;48
8.10;10: An Unanticipated Allocation;50
8.11;11: The Perpetual President;54
8.12;12: The Courted Candidate;58
8.13;13: The Problematic Program;60
8.14;14: The Admission Apprisal;64
9;SECTION II: Vice Presidents and Vice Chancellors;66
9.1;15: A Delicate Disclosure;68
9.2;16: Collegial Collusion;70
9.3;17: Savings Strategy Solicitation;72
9.4;18: An Unauthorized Acquisition;74
9.5;19: A Different Direction;76
9.6;20: Peer Performance;78
9.7;21: The Relationship Rumor;80
9.8;22: The Calendar Conundrum;84
10;SECTION III: Deans and Associate Deans;86
10.1;23: A Donation Deal;88
10.2;24: The Absence Appeal;90
10.3;25: The Raise Ruckus;92
10.4;26: The Perceived Power Play;96
10.5;27: The Unaccepted Assignment;98
10.6;28: The Course Consignment Crunch;102
10.7;29: Absent Attributions;104
10.8;30: The Resignation Request;106
10.9;31: The Unconferred Cancellation;108
11;SECTION IV: Department Heads and Chairs;110
11.1;32: An Expenditure Evaluation;112
11.2;33: The Departmental Divorce;116
11.3;34: The Ambitious Academic;118
11.4;35: The Hypocrisy Hypothesis;120
11.5;36: A Repair Request;122
11.6;37: Roles and Rights;126
11.7;38: The Turbid Transition;130
11.8;39: An Accommodation Assessment;134
11.9;40: The Intramural Incident;136
11.10;41: Sympathy and/or Support;140
11.11;42: The Carbon Copier;144
12;SECTION V: Directors and Other Leaders;146
12.1;43: Personal v. Professional;148
12.2;44: A Critical Communiqué;150
12.3;45: Executive Editing;152
12.4;46: Dubious Documentation;156
12.5;47: A Reference Request;158
12.6;48: Giving Goals;160
12.7;49: The Divided Decision;162
12.8;50: The Delayed Dismissal;166
13;SECTION VI: Practitioner Responses;168
14;Practitioner Responses;170
14.1;Scenario 1: Opportunity v. Obligation;170
14.2;Scenario 2: The Disposal Dilemma;170
14.3;Scenario 3: The Insistent Invitee;170
14.4;Scenario 4: Audit Action;171
14.5;Scenario 5: The Persistent Patron;171
14.6;Scenario 6: The Assertive Alumnus;171
14.7;Scenario 7: Aid or Abstain;171
14.8;Scenario 8: The Planning Problem;171
14.9;Scenario 9: A Revenue Row;171
14.10;Scenario 10: An Unanticipated Allocation;172
14.11;Scenario 11: The Perpetual President;172
14.12;Scenario 12: The Courted Candidate;172
14.13;Scenario 13: The Problematic Program;172
14.14;Scenario 14: The Admission Apprisal;172
14.15;Scenario 15: A Delicate Disclosure;173
14.16;Scenario 16: Collegial Collusion;173
14.17;Scenario 17: Savings Strategy Solicitation;173
14.18;Scenario 18: An Unauthorized Acquisition;173
14.19;Scenario 19: A Different Direction;173
14.20;Scenario 20: Peer Performance;174
14.21;Scenario 21: The Relationship Rumor;174
14.22;Scenario 22: The Calendar Conundrum;174
14.23;Scenario 23: A Donation Deal;174
14.24;Scenario 24: The Absence Appeal;174
14.25;Scenario 25: The Raise Ruckus;174
14.26;Scenario 26: The Perceived Power Play;175
14.27;Scenario 27: The Unaccepted Assignment;175
14.28;Scenario 28: The Course Consignment Crunch;175
14.29;Scenario 29: Absent Attributions;175
14.30;Scenario 30: The Resignation Request;175
14.31;Scenario 31: The Unconferred Cancellation;175
14.32;Scenario 32: An Expenditure Evaluation;176
14.33;Scenario 33: The Departmental Divorce;176
14.34;Scenario 34: The Ambitious Academic;176
14.35;Scenario 35: The Hypocrisy Hypothesis;176
14.36;Scenario 36: A Repair Request;177
14.37;Scenario 37: Roles and Rights;177
14.38;Scenario 38: The Turbid Transition;177
14.39;Scenario 39: An Accommodation Assessment;177
14.40;Scenario 40: The Intramural Incident;177
14.41;Scenario 41: Sympathy and/or Support;177
14.42;Scenario 42: The Carbon Copier;178
14.43;Scenario 43: Personal v. Professional;178
14.44;Scenario 44: A Critical Communiqué;178
14.45;Scenario 45: Executive Editing;178
14.46;Scenario 46: Dubious Documentation;178
14.47;Scenario 47: A Reference Request;178
14.48;Scenario 48: Giving Goals;178
14.49;Scenario 49: The Divided Decision;179
14.50;Scenario 50: The Delayed Dismissal;179
15;About the Author;180
16;Index;182