Organizing Higher Education for Collaboration: A Guide for Campus Leaders
4.590 kr.
Lýsing:
This book provides needed guidance and advice for how colleges and universities can reorganize to foster more collaborative work. In a time of declining resources, financial challenges, changing demographics, and staff overturn, institutions are looking for ways to maximize their resources and still be effective. This book is based on a study of campuses that have been successful in recreating their environments to support collaborative work.
Annað
- Höfundur: Adrianna J. Kezar, Jaime Lester
- Útgáfudagur: 2009-01-19
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9781118798379
- Print ISBN: 9780470179369
- ISBN 10: 1118798376
Efnisyfirlit
- Front Matter
- Preface: Organizing Higher Education for Collaboration
- Origin
- Purpose and Organization
- Need, Significance, and Contribution
- Intended Audiences and Uses
- Acknowledgments
- The Authors
- Preface: Organizing Higher Education for Collaboration
- Part I Setting the Context for Moving Toward Collaboration: Understanding the Logic, Barriers, and Need to Reorganize
- Setting the Context for Moving Toward Collaboration: Understanding the Logic, Barriers, and Need to Reorganize
- 1 The Collaborative Imperative
- Defining Collaboration
- The Logic of Collaboration
- Advantages of Collaboration
- Innovation and Learning
- Cognitive Complexity
- Better Service
- Cost Effectiveness and Efficiency
- Employee Motivation
- Higher Education and the Logic of Collaboration
- Student Learning and Teaching
- Research
- Improved Governance and Management
- Operations and Service
- Summary
- Notes
- 2 The Challenges of Collaboration
- Higher Education as a Siloed, Bureaucratic, and Hierarchical Organization
- Specialization
- Professionalization
- Disciplines and Departments
- Paradigmatic Differences
- Faculty Training and Socialization
- Loose Coupling
- Reward Systems
- Bureaucratic and Hierarchical Administrative Structures
- Clash Between Academic and Administrative Cultures
- Staff Subcultures
- Differentiation Between Student and Academic Affairs
- Responsibility-Centered Management
- Summary
- Addressing the Challenges: Reorganizing and Redesigning for Collaborative Work
- Study of Collaborative Contexts
- Note
- Higher Education as a Siloed, Bureaucratic, and Hierarchical Organization
- 3 Taking Advantage of Collaboration: Synergizing Successful Practices
- Collaborative University
- Teaching and Learning
- Research
- Service
- Governance and Management
- Visioning the Collaborative Campus
- Notes
- Strategies for Reorganizing Campuses
- 4 Mission, Vision, and Educational Philosophy
- Background of Mission
- How Campuses Use Mission and Philosophy to Create Collaboration
- Sample Mission Statement
- Including Collaboration in the Mission Statement
- Creating a Philosophy of Collaboration
- Creating Documents About Collaboration That Express a Vision
- Communicating and Articulating the Mission
- Continuing Dialogue and Socialization—Living the Mission
- Using the Mission and Philosophy to Allocate Resources and Conduct Planning
- Challenges to Creating a Collaborative Mission
- Is Collaboration Always Necessary?
- People Who Have Had Bad Experiences with Collaboration
- Key Leaders Do Not Buy into Collaboration or Are Unable to Be Champions
- Institutions with Weak Missions
- Key Issues
- 5 Values
- Background of Values
- Examples of Value Statement in Higher Education
- Advice and Examples from Campuses
- Providing Common Ground
- Re-articulating Values
- Create Leadership Teams to Connect Values to the Overall Institutional Mission
- Challenges to Holding Values That Enable Collaboration
- Missing Shared Values
- Lengthy Time to Alter Values
- Key Issues
- Background of Values
- 6 Social Networks
- Background of Social Networks
- Building Networks for Collaboration
- Invest in Network-Building Activities and Units
- Identifying and Supporting Natural Network Builders
- Creating Incentives
- Committee Work
- Use Physical Space
- Ways to Rethink Campus Spaces
- Opening Up Meetings
- Hiring Staff and Reallocating Human Resources
- Challenges to Building a Network
- Faculty Networks
- Time to Develop Trust
- Lack of Incentives
- Poor Physical Environment
- Power Dynamics
- Network as a Threat to the Status Quo
- Key Issues
- 7 Integrating Structures
- Background of Integrating Structures
- Advice and Examples from the Campuses
- Examples of Integrating Structures
- Importance of Organizational Culture for Forming Integrating Structures
- Creating Cross-Functional Units and Making Them a Priority
- Presidential Initiatives
- Cross-Institutional Institutes
- Cross-Functional Teams
- Accounting, Computer Structures, and Innovative Technologies
- Restructuring Units to Create Integration
- Challenges to Creating Integrating Structures
- Perceptions of Favoritism
- Budgetary Concerns
- Getting Faculty Participation
- Isolation of Technology and Accounting
- Other Possible Challenges
- Key Ideas
- 8 Rewards
- Background of Rewards
- Advice and Examples from Campuses
- Tenure and Promotion—Extrinsic Rewards
- Incentives—Extrinsic Rewards
- Merit Systems—Extrinsic
- Intrinsic Rewards
- Balancing Intrinsic and Extrinsic Rewards
- Challenges to Creating Rewards to Support Collaborative Work
- Finding Resources
- Creating a Coherent System
- Incorporating Multiple Constituent Interests
- Diffusing Competition
- Altering Time-Honored Systems
- Key Ideas
- 9 External Pressures
- Background of External Pressures
- Advice and Examples from Campus
- Creating Dialogue Related to All These External Pressures
- Disciplinary and Professional Societies
- Facilitating Interdisciplinary Research: Summary of Key Report That Should be Used to Guide Campus Efforts and Gain Support
- Federal Grant Agencies and Foundations
- Accrediting Bodies
- Business and Industry
- State Legislatures
- Community Agencies and Groups
- Challenges to Communicating External Pressures
- Managing Multiple Conflicting Messages
- Fighting Faddishness
- Changing Demands from External Groups
- Matching Pressures to Mission
- Key Ideas
- 10 Learning
- Background of Learning
- Advice and Examples from Campuses
- Formal and Informal Learning Processes
- Modeling Collaboration
- Constituent-Focused and Aligned with the Campus Mission and Values
- Challenges of Learning
- Lack of Expertise in Collaboration
- Difficulty in Matching Learning to Various Constituents
- Learning Relevant to Campus Needs
- Key Issues
- Conclusion: Bringing the Strategies Together for Collective Action
- 11 Developing a Collaborative Context: Toward a Developmental Process
- Figure 11.1 Stage Model of Collaboration in Higher Education
- Stage One—Building Commitment to Collaboration
- Stage Two—Commitment to Collaboration
- Stage Three—Sustaining Collaboration
- Key Lessons for Making Collaboration Work in Higher Education
- Figure 11.2 Mohrman, Cohen, and Mohrman Model
- Building Commitment in Higher Education Takes Time
- Importance of Collecting Outside Ideas and Appealing to Values and External Pressures
- Relationships and Network Building
- Relationships and Informal Learning as Central to Movement Forward?
- Senior Executives’ Role
- A Model for Creating a Collaborative Context in Higher Education
- Notes
- 12 A Collective Responsibility: What Can Various Constituents Do to Support Collaboration on Campus?
- Foundation Directors and Government Funders
- Leaders of Disciplinary Organizations
- National and Professional Associations
- Accreditors
- Government Officials
- Students and Alumni
- Business and Industry Stakeholders
- Educational Leaders
- Members of the Campus Network and Change Agents
- Influential Individuals without Formal Roles of Authority
- Individuals in Positions of Authority on Campus
- Paradox Comes Full Circle
- Appendix A Methodology
- Sample
- Data Collection
- Data Analysis
- Trustworthiness and Limitations
- Appendix B Resource Guide
- Resources on Collaborative Teaching and Learning and Developing an Educational Philosophy Related to Collaborative Learning
- Resources on Computing, Accounting, and Technology
- Resources for Changing Tenure and Promotion Guidelines
- References
- Index
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- Gerð : 208
- Höfundur : 12532
- Útgáfuár : 2009
- Leyfi : 379