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1.
This paper examines an institutional merger taking place in Chinese higher education beginning from 1994. Using the case study method, the paper examines the pre-merger planning, the post-merger integration process, and the outcomes of the merger. The paper argues that a number of major external and internal factors have led to the decision to merge. The planning and implementation of the merger was largely a top-down process and subject to political intervention. One of the most prominent issues identified in this case is the difficulty of building a unified identity for the new institution as was reflected in the controversies and fights about the name of the new institution. The case studied provides a good example and valuable lessons to higher education institutions considering merger or other forms of organizational change. 相似文献
2.
Robert K. Toutkoushian 《Research in higher education》1994,35(4):415-428
This paper focuses on the issues involved in selecting a strategy that could be carried out by institutions to achieve salary
equity between male and female faculty. My goal is to provide institutional researchers, analysts, and administrators with
an understanding of the major issues that are involved in formulating a salary adjustment plan. I provide an overview of strategies
that institutions could employ, and examine how they compare based on equity of salary adjustments, political constraints,
cost to the institution, and whether the plan removes inequities. 相似文献
3.
University mergers are a common practice in higher education systems around the world. Merger-related aspects such as the transformation of organizational and administrative structures, the impact on the internal funding allocation mechanisms, or changes in academic strategies and profiles, are well researched. However, the role of students in university mergers and their understanding of these processes are hardly investigated. The aim of this study was to identify how students are affected by merger processes. Through the conceptual framework, integrating university organizational identity theory and studies of the human side of mergers and acquisitions, this article encompasses six institutional cases in Russian higher education. These cases were selected to illustrate different scenarios of university mergers and accordingly to analyze the variety of student experience in changing universities. The project’s data included the results of document analysis, analysis of the merged universities’ representation in the public space, interviews and focus-groups with university administrators and with students who studied during the process of university merger. It highlights such perceived effects of mergers as anxiety and perceived unfairness due to post-merger changes, activization of we-they opposition between the students of merged universities, loss or transformation of organizational identity, and clash of university cultures.
相似文献4.
Ronald D. Opp 《Community College Journal of Research & Practice》2013,37(2):71-86
The increasing proportion of students of color enrolled in secondary institutions makes the issue of their recruitment into postsecondary institutions an increasingly important concern in higher education. Data from a national survey of chief student affairs officers (CSAOs) on recruitment barriers and strategies for students of color were merged with 1995 National Center for Education Statistics Integrated Postsecondary Education Data System Fall Enrollment Survey data. A regression analysis was conducted to identify significant predictors of the percentage of students of color at 562 two-year colleges. The percentage of students of color was used as a proxy measure of aninstitution's success inrecruiting students ofcolor.Demographic and institutional characteristics that emerged as predictors included (a) having a CSAO of color and(b) being an urban institution.Recruitment strategies that entered as predictors included (a) having recruitment materials in students' native languages, (b) working with minority high schools in the design of curricula, (c) having individuals of color as members of the board of trustees, and (d) participating in dual-enrollment programs with minority high schools. The percentages of faculty members and administrators of color and the amount of contact that CSAOs have with students of color emerged as the strongest predictors. The study found that two-year colleges reap the benefit of faculty-student and faculty-teacher interactions in the form of greater institutional success in increasing their percentages of students of color. Policy makers, administrators, and faculty members can use the results of this study to promote equity by designing and implementing more successful recruitment policies and practices for two-year college students of color. 相似文献
5.
6.
Jon E. Travis 《Community College Journal of Research & Practice》2013,37(10):809-821
The courts traditionally have supported the belief that the public college campus is a public forum for the open exchange of ideas. Therefore, public colleges and universities should not be subject to the preferences of groups that would seek to limit expression they may find objectionable. Yet, the continuing challenges to constitutionally protected free speech on college campuses suggest that some institutions could be persuaded to exercise illegal censorship. If administrators and faculty are to protect the foundation of the public forum in higher education and avoid potential litigation, they would be wise to exercise caution when censorship is a possibility. On the public campus, students, faculty, and administrators have the right to speak and to hear a wide range of opinions, even those that may be unpopular. Institutions may only determine the time, place, and manner of these expressions. An earlier version of this article was presented at the Fourth Annual Texas Higher Education Law Conference at the University of North Texas in Denton. 相似文献
7.
Ellen Switkes 《Innovative Higher Education》1999,24(1):39-48
The peer review system at all campuses of the University of California is a long standing program of pre- and post-tenure evaluation. All faculty are reviewed on a schedule of 2 to 4 years by department colleagues, the dean, and a campus faculty committee which normally results in a merit increase. This system of pre- and post-tenure review throughout a faculty members' career poses a substantial workload for faculty, departments, and the campus; but it is regarded by faculty and campus administrators as crucial to maintaining a faculty of very high quality. This article describes the well-established review process, which may provide ideas for those institutions planning on enhancing their approaches to peer review . 相似文献
8.
Individuals' perceptions of the culture and climate of the organizations in which they work influence their motivation and individual performance. Using a theoretical model of institutional culture, organizational climate, and faculty motivation, this study examines how faculty and academic administrators differ in their perceptions; whether these differences in perceptions are affected by institutional type; and to what extent faculty and administrators have different implicit models of their institutions (i.e., see different organizational variables as predictors of faculty motivation and involvement). The goals of this investigation are to shed additional light on the relationship between institutional variables and faculty performance, to examine the existence of differing implicit models, and to provide new insights for administrators in managing their postsecondary institutions.The research reported in this paper is part of the Research Program on The Organizational Context for Teaching and Learning in the National Center for Research to Improve Postsecondary Teaching and Learning (NCRIPTAL). The research is supported by a grant from the Office of Educational Research and Improvement (OERI), U.S. Department of Education (ED), to the University of Michigan (grant number G008690010). The opinions expressed herein are those of the authors and do not necessarily reflect the position or policy of the OERI/ED or the Regents of The University of Michigan, and no official endorsement should be inferred. 相似文献
9.
D. T. Gamage 《Higher Education》1992,24(1):77-92
The recent reforms in Australian higher education system envisaged the creation of a unified national system at the expense of the binary system with a smaller number of larger institutions through institutional mergers. The Green Paper quoted the La Trobe Lincoln merger as an exemplar. This paper examines the outcomes of these reforms in general with particular emphasis on La Trobe Lincoln merger, based on an evaluation of relevant archival material and interviews with all key personnel of both institutions and the merged university including the goals and academic rationale set for the merger and the progress made during the first three years, along with future trends. 相似文献
10.
Lourdes D. Follins Lisa K. Paler Jose E. Nanin 《Community College Journal of Research & Practice》2013,37(9):839-851
This article describes the creation and implementation of a faculty interest group for historically underrepresented faculty at a large, urban community college in the Northeast. Faculty interest groups provide opportunities for faculty across disciplines to meet to explore common interests and share concerns and best practices. The faculty interest group described in this article was designed to explore and address the challenges faced by historically underrepresented faculty and facilitate the process of attaining reappointment, promotion, and tenure. Nationwide, nearly half of community college students come from populations that are also historically underrepresented, and community colleges are challenged to recruit and retain faculty that mirror the student body. Research demonstrates that historically underrepresented faculty members enrich the overall education of all students, and yet a significant number of those faculty members describe their college campuses as unwelcoming. Factors that make campuses unwelcoming for these faculty include, but are not limited to, the following: isolation and marginalization; salary disparities; microaggressions based on race, gender, and sexual identity; heightened visibility; and additional role demands. Community college administrators ought to be concerned with historically underrepresented faculty members’ satisfaction and persistence on campus because these faculty members are vital members of the academy. Faculty interest groups for historically underrepresented faculty may provide the support and professional development opportunities that will ensure their retention and success in academia. 相似文献
11.
Yuzhuo Cai 《Tertiary Education and Management》2006,12(3):215-226
The aim of this study was to discover and better understand through a case study, the phenomenon of academic staff integration
in a post-merger Chinese university. The analysis was undertaken by using a cultural framework derived from relevant literature.
The results indicate that adjustments to academic values and beliefs, the cultural dimension, are crucial in the integration process. This study also identified factors, which could affect academic staff integration,
such as leadership, organisational objectives, regulations, geographic division, and cultural differences. Being aware of
these factors could provide university managers with useful guidelines on how to facilitate the integration of academic staff
members from different pre-merger institutions. 相似文献
12.
谢欧 《沈阳教育学院学报》2008,10(1):28-30
指出解决合并高校融合问题的根本出路在于学科融合的突破。通过分析合并高校学科整合的难点,探讨有效进行学科整合的策略,旨在促进合并高校的建设和发展。 相似文献
13.
Lynn W. Lindeman 《Research in higher education》1975,3(3):205-215
This article reports on research investigating the relationship between university faculty and administrators' perceptions of institutional goals and functions and faculty attitudes toward collective negotiations. Faculty and administrators of a large state university were sampled. Those sampled were divided into three groups: administrators, faculty with favorable attitudes toward collective negotiations, and faculty with unfavorable attitudes toward collective negotiations. The three test groups were compared on the basis of their perception of the importance the institution accorded goals and the emphasis given institutional functions. The findings indicated that faculty with favorable attitudes toward collective negotiations differed significantly from the other test groups in their perceptions of the importance the institution accorded goals and functions. The findings support March and Simon's theory of formal organization. 相似文献
14.
Anatoly Oleksiyenko Pilar Mendoza Fredy Esteban Cárdenas Riaño Om Prakash Dwivedi Arif H. Kabir Aliya Kuzhabekova Muweesi Charles Vutha Ros Ielyzaveta Shchepetylnykova 《Higher Education Quarterly》2023,77(2):356-374
Campus crisis management remains an understudied topic in the context of COVID-affected higher education. In this paper, we contrasted the ability to tame the wicked problems brought by the pandemic of COVID-19 in private and public universities in Bangladesh, Cambodia, Colombia, India, Kazakhstan, Uganda, and Ukraine. The cross-country analysis and diversity of institutional types allowed us to consider a wide range of challenges faced by academic leaders and their institutions during the global pandemic. By drawing on institutional policy reviews and interviews with university administrators, we have examined tensions between the human and institutional agencies on these crisis-stricken campuses given differing institutional coupling, sizes, resources, and missions. The focus on agential co-dependencies and institutional coupling lays the ground for conceptualizing campus crisis management as a culturally specific construct in the context of higher education affected by the global pandemic. 相似文献
15.
Factors That Promote Faculty Involvement in and Satisfaction with Institutional and Classroom Student Assessment 总被引：1，自引：0，他引：1
This study examines institutional factors that promote faculty satisfaction with their institution's approach to and support for student assessment and that are related to faculty involvement in their institution's support practices and in their own engagement with student assessment in the classroom. The study is based on a survey of faculty from 7 institutions that vary by type, control, and accrediting region. The institution's student assessment purposes, its administrative support patterns, and its faculty instructional impacts are significant predictors of faculty satisfaction with their institution's approach to and support for student assessment. External influences on, faculty uses, and perceived benefits of professional development practices for student assessment are significant predictors of faculty involvement with student assessment in their institution and their classes. 相似文献
16.
教师发展者是大学教师发展活动核心的专业力量。近年来,我国大学教师发展实践的蓬勃开展与该群体从无到有、由泛到专的自身演进密不可分。这个历程可划分为"引进、内化、模仿、伫立"等四个阶段。只有从大学教师发展系统层面理清不同发展时期的要素和矛盾,把握大学教师发展者专业化的规律,教师发展者才能摆脱缺乏主体意识的自然式发展状态,从而真正实现理性化的专业成长。教师发展者个体的专业发展受教师发展机构体制机制的制约,因此,机构必须超越单一行政职能,向研究、教育与管理一体化的综合性职能转型,使得教师发展者变为集教育者、管理者和学者于一身的社会形象。 相似文献
17.
Merging divergent campus cultures into coherent educational communities: Challenges for higher education leaders 总被引：2，自引：0，他引：2
Kay Harman 《Higher Education》2002,44(1):91-114
Mergers in higher education areviewed here as a sociocultural issue. Concentrating particularly on mergers inAustralia during the late 1980s and beyond,highlighted are some cultural challenges thatarose and strategies adopted by institutionalleaders in trying to create integratedcommunities from the merging of campus culturesthat were historically and symbolicallyun-complementary. By viewing a number ofcases, how hoped-for post-merger integration or`coherent educational communities' were andwere not achieved is a specific focus. Evidence indicates that in newly mergedcampuses integrated as opposed to federal structures provide more scope for tightercultural integration. In particular, expertleadership is needed that keeps culturalconflict to a minimum and pays specialattention to developing new loyalties, highmorale and a sense of community within thenewly created institution. 相似文献
18.
Researchers conducted a national survey of administrators at doctorate-granting universities to determine the current status of institutional policies and practices related to the organization and governance of online courses, faculty incentives to develop and teach online, and course ownership. Survey results document a wide variation in policies and practices, yet they also identify common practices. About 82% of the universities gave extra pay to faculty to develop online courses, and 94% provided campus-based faculty development workshops or training on online education. The large majority of institutions hired professional course designers (84%) and provided technical assistance to students (86%). Another 84% had an intellectual property policy in place or were developing one, and 77% shared revenues from online courses with academic colleges, schools, or departments. Although these practices existed on campuses, they were not always instituted campuswide. The researchers found statistically significant relationships for a number of faculty incentives and support services and faculty willingness to be involved in online education. 相似文献
19.
Leonard C. Romney 《Community College Journal of Research & Practice》2013,37(3):215-230
Community colleges historically have demonstrated an ability and desire to address needs unmet by other sectors of postsecondary education. On the assumption that productivity assessment should be molded to reflect the unique missions and approaches of 2‐year institutions, this study examined preferences for broadly stated institutional goal areas as well as for productivity measures for assessing the achievement of these goals. Findings regarding the goal areas substantiate the unique community college mission and reveal preferences for measures that reflect consistent satisfaction or areas which can be impacted directly by community college trustees, administrators and faculty. The study was conducted over an 8‐month period in 45 institutions, 10 of which were community colleges. 相似文献
20.
André Brett 《History of education》2018,47(5):644-662
Small specialist higher education institutions often face challenges when negotiating with larger partners. In 1988, John Dawkins, Australia’s federal Minister for Education, introduced sweeping reforms to create a Unified National System of higher education. Dawkins’ criteria for funding necessitated mergers for many smaller providers. The Victorian College of Pharmacy in Melbourne, Victoria, presents a case study of how one institution negotiated this policy and asserted its interests to achieve an optimal outcome. It rejected amalgamation with the University of Melbourne, reaching a superior arrangement with Monash University despite state and federal opposition. This article combines archival research from Melbourne and Monash Universities and the state government with interviews of key players. It examines the importance of institutional identity and how small institutions can navigate government policies of consolidation. It also focuses on the deleterious effects of inflexible government policy and how the College successfully overcame these challenges to complete its desired merger. 相似文献