By Robert M. Hendrickson
"The publication is content material wealthy for these searching for specified history info on a variety of issues. The record is way too lengthy to copy right here, yet suffice it to claim that it is a entire paintings that addresses concerns concerning organizational dynamics, coverage frameworks, govt pursuits, educational courses, college tasks, trusteeship, international schooling, criminal issues, strategic making plans, and, after all, pupil good fortune. If there's one entire textual content you're ready to check approximately better schooling, make it this one."―The division Chair
“A treasure trove of significant strategies and useful knowledge for someone attracted to getting to know the nuances of powerful educational management in better schooling. The authors mix key conception and real-world perception in ways in which are incisive, attention-grabbing, and informative. A complete advisor and precious source for professional directors and newly appointed board individuals alike.”?Joseph P. Zolner, Senior Director of upper teaching programs, Harvard Graduate college of schooling
To meet the hot and swiftly altering calls for dealing with today’s larger schooling managers and leaders – from division chairs to trustees – this publication deals counsel on the way to successfully discharge their tasks and the way to strengthen their abilities for coping with their relationships with inner and exterior stakeholders. It additionally presents a extensive knowing of the constitution and features in their establishment and of the right loci of decision-making.
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Extra info for Academic Leadership and Governance of Higher Education: A Guide for Trustees, Leaders, and Aspiring Leaders of Two- and Four-Year Institutions
Importance of Being Mission Driven What exactly does it mean to be mission driven? The literature is full of examples of the importance of a clear purpose or a set of core values that drives decision making at an institution. Welzenbach (1982) described mission as the ‘‘broad, overall, long term purpose of the institution’’ (p. 15). That broad purpose may be based on religious or philosophical tenets or may be driven by an institution’s relationship to the state or federal government (Davies, 1986; Dewey, 1916; Kerr, 1964).
San Francisco, CA: JosseyBass. , Ryan, W. , & Taylor, B. E. (2005). Governance as leadership: Reframing the work of nonproﬁt boards. Hoboken, NJ: Wiley. Cohen, M. , & March, J. G. (1974). Leadership and ambiguity: The American college president. New York, NY: McGraw-Hill. , & Stephens, J. (2003). Educating citizens: Preparing America’s undergraduates for lives of moral and civic responsibility. San Francisco, CA: Jossey-Bass. , & de Russy, C. (2006). Essays in perspective: Assessing the university president.
All organizations are made up of formal and informal structures. The formal structures of organizations are usually represented on organizational charts and in job descriptions. They are a combination of the ofﬁcial hierarchy, in terms of reporting lines, job responsibilities, and the rules and regulations that guide the work of the organization. Organizations are also replete with informal structures, which can sometimes prove to be more important or inﬂuential than the formal structures. The informal structures of an organization include culture and climate, unofﬁcial power structures, external social networks, and internal friendship circles.
Academic Leadership and Governance of Higher Education: A Guide for Trustees, Leaders, and Aspiring Leaders of Two- and Four-Year Institutions by Robert M. Hendrickson