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1.
This study explored how administrators at community colleges conceptualized change related to resource allocation and managing competing priorities to support targeted programming for Latino men. The study included the perspectives of 39 administrators from seven community colleges across Texas using concepts associated with institutional change to ground our analysis. Findings revealed that state and national initiatives, particularly those concerned with enhancing success for students of color, influenced how community college administrators approached change on their campuses. In addition, community college institutional mission, leadership, and a desire for data-informed resource management influenced the approach to resource allocation for Latino men.  相似文献   

2.
The current rhetoric around using data to improve community college student outcomes with only limited research on data-driven decision-making (DDDM) within postsecondary education compels a more comprehensive understanding of colleges’ capacity for using data to inform decisions. Based on an analysis of faculty and administrators’ perceptions and behaviors at 41 community colleges that participated in an initiative to improve student success, an argument is presented to include social capital as an explicit component of the capacity of community colleges for using data on student outcomes to increase student success. Building on Newmann, King, and Rigdon’s (1997) conceptualization of schools’ organizational capacity to meet accountability expectations and Smylie and Evans’ (2006) exploration of the role of Coleman’s (1988) social capital in policy implementation, this study found a relationship between the presence of forms of social capital as part of the organizational capacity for DDDM and the frequency and extent of data use among faculty and administrators. In light of research on organizational learning that suggests that social capital creates opportunities for the creation of new knowledge—such as possible solutions for persistent problems of student success—and research on organizational routines as mechanisms for change and preservation in organizations, this article concludes with recommendations for community colleges undertaking data-driven educational reform.  相似文献   

3.
High rates of faculty turnover can be costly to the reputation of an institution and to the quality of instruction. Community colleges may expect high rates of faculty turnover as an aging workforce retires. Other sources of attrition, however, can be attributed to organizational characteristics and the structural properties of faculty work. This study examined non-retirement turnover intent in an urban community college. Specifically, the study utilized an expectancy theory framework to explore the relationship between turnover intent and faculty perceptions of autonomy, organizational support for innovation, and collegial communication. The study population included all full-time faculty members employed by an urban community college in the southeastern U.S. Survey responses from 66% (N = 149) of the invited population revealed that organizational support for innovation had the strongest effect on turnover intent. Faculty who reported higher levels of support for innovation were less likely to indicate intentions to leave. Findings suggest that community colleges can target innovation and organizational change as vehicles for enhancing faculty retention rates. Change initiatives related to curriculum, governance, and faculty development can be designed in ways that facilitate faculty commitment to the institution.  相似文献   

4.

Community colleges tend to follow an authoritarian type of management, but many educational leaders are attempting to develop and implement a more open and participatory management system in these colleges. This is a study of one college in the process of making the change from an authoritarian system to one that would involve the faculty and staff extensively in the process of goal setting and decision making. In this case study, which relied heavily on semistructured interviews to assess the feelings of administrators and faculty toward organizational changes, it was found that the college was more open. Individuals appeared to be more receptive to change and innovations and to have increased willingness to participate in institutional governance. The faculty and administrators expressed the feeling that they had developed a broader view of the organization and a greater sense of trust. The results of the study suggest that the process might have been assisted by using even more in‐service training and by providing a fuller management structure.  相似文献   

5.
ABSTRACTS     
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6.
A number of studies have shown that 2-year colleges comprise a labor market for administrators. This study extended the work of two previous studies on organizational and membership boundaries to this labor market. Twombly (1986) identified employment in a postsecondary (2- or 4-year) institution in the immediately previous position as a membership boundary to the administrative labor market of 2-year colleges. B. C. Clark, Twombly, and Moore (1990) found state lines to be organizational boundaries that affected movement from one position to another in the labor market. This study examined the organizational and membership boundaries relatedto the chiefacademic officer position inpublic community colleges. It expanded the membership boundary to include 2-year, 4-year, and K-12 educational organizations and investigated organizational boundaries for up to four position moves. Findings indicate that membership in the labor market becomes increasingly closed to those employed by 2-year institutions as an individual moves closer to the chief academic position. The state line was found to be an organizational boundary, and there was also a strong within-institution influence affecting position-to-position mobility.  相似文献   

7.
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8.
The purposes of this research study were to document the current status of sex‐equity efforts in New York State two‐year colleges and to identify institutional and individual factors impinging on these‐vfforts. A statewide survey collected initial data (N = 37 colleges). At a sample of responding colleges, questionnaires and personal interviews were used to collect information from male and female students enrolled in programs traditional and nontraditional to their sex (N = 361), and from administrators, faculty and staff (N = 72).

Results showed that progress toward sex equity has been made, but continued efforts are needed. Achievement of sex equity as a total concept is no either/or situation; rather it becomes a matter of degree or comparative extent. Research results led to recommendations regarding the categories of leadership, support services, career information, materials and facilities, placement, and community service, which would promote sex equity in postsecondary career education.  相似文献   

9.
ABSTRACT

Community College leaders face new and diverse challenges, often requiring different orientations to leadership than were effective previously. Yet, focusing on leadership as a series of career stages through which particular skills and techniques are learned often leaves leaders without the capacity to do the adaptive work required of their changing organizations. Conceptualizing leadership as an on-going process of learning relinquishes the need for a specific career orientation, and focuses on developing and sharing leadership throughout the college. Taking this approach uncovers mental models that affect how administrators see the world and, therefore, act within any environment. It shifts the goal of leadership preparation to understanding the concepts (and processes) of transforming organizational reality, challenging organizational status quo, and of deep change. It also ties leadership more directly to creating learning environments for leaders and others, which is important for community colleges interested in fulfilling the role of learning colleges. A model presenting leadership as learning concepts is presented, showing changes over time reflecting cognitive development of leaders and followers.  相似文献   

10.
Due to changing environmental conditions arising in the past ten to fifteen years, many community colleges for the first time in their relatively short history have experienced enrollment decline. The purposes of this study were to determine how community colleges coped with and responded to enrollment decline, and to determine the effectiveness of these actions in reducing, halting, or turning around the decline. The survey revealed that the majority of the respondents coped with enrollment declines by reducing the number of staff/ administrators, and support personnel, reducing the number of part‐time faculty members, and by redesigning the curriculum. Actions taken by administrators included: an increased emphasis on recruiting and retaining students, offering courses at times more convenient to students, and up‐dating equipment needs of vocational‐technical programs. A number of the actions taken by college administrators helped the institutions to cope with and respond to the decline, while others exacerbated the problem leading to further decline.  相似文献   

11.
This study examined the cultural aspects of a transfer articulation policy between public community colleges and state universities enacted by a newly consolidated state governing board for higher education in a northeastern state. A qualitative multisite case study design explored how key stakeholders, faculty, administrators and staff viewed the transfer policy from their unique perspectives. Tierney’s (2008) cultural analysis of governance was used to examine the effectiveness of communication and decision-making on the part of the board. The study also applied Handel’s (2011) theory of a transfer affirming culture along with Jain, Herrera, Bernal, and Solorzano’s (2011) research on the requisite services for pretransfer and posttransfer success of nontraditional students. The use of several theoretical frameworks provides “a more powerful lens than when using only one in helping to interpret and understand culture” (Kezar &; Eckel, 2002, p. 440). The study was guided by the following question: How do community college and state university faculty, administrators and staff perceive the Transfer Mobility Policy in relation to their campus cultures? The findings identified difficulties with community college curricula and student transfer advising as well as a cultural gap between the community colleges and the state university. They underscored the politics that surrounds higher education governance reform and resultant clash between political and academic cultures. This study may help policy makers promote statewide transfer and articulation initiatives and be instructive for faculty, administrators, and staff as they seek to improve the success of students who transfer from community colleges to four-year colleges and universities.  相似文献   

12.
This study examined the initial implementation process of Advancement Via Individual Determination (AVID) in a northern California community college. Focus groups of students, faculty, and administrators were conducted in the spring of 2008, as well as observations of several planning meetings in the spring and summer of 2008. The community college students enrolled in the AVID class reported that the support they received through AVID has helped them focus, become more organized, and become more motivated to continue their studies. This was so even though not all of AVID's 11 essentials were implemented on campus. In addition, challenges such as faculty buy-in and resistance to changing institutionalized practices were encountered by staff members responsible for implementing AVID. In this initial implementation, faculty and administration sought to change the culture of the college to better serve the underrepresented students in their quest to transfer to four-year institutions. This study provides a framework for other community colleges and higher education institutions to leverage the academic potential of underprepared and historically underrepresented students.  相似文献   

13.
This study was designed to determine the extent to which innovative activities vary among Canada's community colleges and to what degree specific organizational characteristics correlate with institutional innovativeness. The hypotheses were derived from an extensive literature on innovation theory, largely centered in the private sector. The research methodology was modelled after organizational innovation studies in the structural‐functional paradigm.

Data on specific innovations, both initiated and implemented, together with a number of organizational variables, were gathered from a sample of fifteen community colleges across Canada. The results confirmed that innovativeness does vary among institutions and also correlates positively with concentrations of support function specialist positions and with levels of macro‐environmental funding for innovative activity. The study also confirmed that an inverse relationship exists between innovative activity and measures of centralization of authority.

In general, it was found that findings reached in studies of innovation involving private sector organizations were applicable to the community college sector.  相似文献   

14.
Abstract

This survey was a result of the efforts of the New Jersey Consortium on the Community College to identify and articulate the faculty/staff development needs of the 17 community colleges of New Jersey.

In depth interviews were conducted with administrators, faculty and students at all the colleges. Follow up questionnaires were completed at each community college. A two day workshop was then conducted to identify and assign priorities to specific needs. The needs were ordered in one of three categories: Fulfilling the Goals of the Community College, Teaching/Learning Needs, and Managerial Needs.

The workshop that dealt with “Ways of Meeting Part-Time Faculty Needs” identified eight essential goal related needs while stressing the need for adjunct faculty to understand the philosophy and function of the community college. Within the teaching/learning category the workshop group amplified the need for adjunct faculty to understand how learning occurs. The primary managerial need identified was for each community college to develop strong teaching/learning support systems. The workshop participants viewed the establishment of a continuous program of adjunct supervision as essential for the support of effective instruction.  相似文献   

15.
高校作为社会场域特定构型,发挥了经济、社会、文化乃至权力等资本竞争优势,但受固有主观认知惯习影响,对个体心理资本潜能作用挖掘发挥不够。文章以564名高校中层干部为样本,通过问卷调查、方差检验、相关分析及多元线性回归等实证分析,得到研究结果:不同高校中层干部心理资本具有显著差异;心理资本与组织公民行为、工作绩效显著相关,且正向影响组织公民行为和工作绩效;公民组织行为发挥部分中介效应;校领导风格调节中层干部心理资本对组织公民行为的影响;民主型领导具有组织管理的普适性。最后,构建适应不同高校场域、不同校领导类型、不同职级中层干部管理效能的3M匹配模型(MS-MAP-ME)。  相似文献   

16.
发达国家区域高校社会服务现状分析   总被引：4，自引：0，他引：4  
发达国家区域高校社会服务历史悠久，经验丰富。当今社会服务职能发展变化的主要特点有：政府对社会服务工作更加关注，社会服务的内容与形式日趋多样，区域高校与区域社会双向性合作加强，社会服务组织实体化，社会服务的针对性更强，社会服务范围不断拓展，我国区域高校在开展社会服务的过程中应充分借鉴其经验，提高服务效益。  相似文献   

17.
To discover the organizational components that nurture good teaching in Texas two-year colleges, I undertook the task of replicating a study of Ohio two-year colleges. A review of the literature uncovered several variables for assessing faculty development. The most important of these appears to be an institutional climate that encourages faculty development. To assess faculty development, a 65-item survey was sent to all Texas two-year colleges. Although the results of the Texas study are more encouraging than those of the Ohio study, Texas community colleges could be doing more to support faculty development.  相似文献   

18.
Amid debates over multiculturalism and political correctness, American higher education is beginning to test the boundaries of its economic and intellectual resources. Critics agree that, at the university end of the continuum, these organizations have lost sight of their central purpose. Meanwhile, at the other end of the continuum, community colleges that spread like ivy in the last quarter of the twentieth century face a massive need to replace aging faculty and administrators. This article provides a proposal that may help both of these giants to mutually support one another at a time when they are increasingly essential to our economy. Rationally, the only organization to meet the total needs of community colleges is the comprehensive university. Developing new credentialed administrators and faculty is a complex task and must involve several different organizations at the national, state, and local levels. With the American Association of Community Colleges at the helm, the federal and state governtments, the major associations at One Dupont Circle, the accreditation associations, and major foundations should contribute to the planning processes. The author attempts to analyze the human resource problem through three frames of reference, developed by the politicalanalyst Graham Allison (1971) to analyze major national crises such as the Cuban missile crisis of 1962. These frames are the Rational Actor, the Organizational Process, and Bureaucratic Politics. Using these as organizational frameworks, the author predicts how the organizations will behave and discusses how bureaucratic politics could be harnessed and focused at the national level to resolve the problems.  相似文献   

19.
A number of scholars are exploring district and site relations in organizational change efforts in the larger policy context of No Child Left Behind. These studies suggest the importance of the central office as a support to the work of reform and offer strategies for building relations between district offices and sites in order to implement and sustain change efforts. What is frequently overlooked in these studies is that organizational change efforts are often socially constructed. Therefore, examining the underlying social networks may provide insight into structures that support or constrain efforts at change. This exploratory case study uses social network analysis and interviews to examine the communication and knowledge network structures of central office and site leaders in an ‘in need of improvement’ district facing sanctions under No Child Left Behind. Findings indicate sparse ties among and between school site and central office administrators, as well as a centralized network structure that may constrain the exchange of complex information and ultimately inhibit efforts at change.  相似文献   

20.
Beginning with the high school class of 2015, Tennessee Promise will provide college coaching and last-dollar aid to every high school graduate making a seamless transition to community college. We examine the program that preceded this effort and evaluate its potential effect on college-going and college persistence. Knox Achieves originated in Knox County, Tennessee with the class of 2009. Eligibility was neither need-based nor merit-based, negating some of the application hurdles that accompany other aid vehicles. We find that program participation is strongly associated with an increased likelihood of graduating from high school and enrolling directly in college, albeit with a modestly lower chance of starting in a four-year college. The evidence suggests that aid per se is not the only lever by which Knox Achieves worked: college enrollment and college credit gains are largest among lower-income students who likely saw little to no scholarship aid from the program.  相似文献   

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