Bøger i ACE/Praeger Series on Higher Education serien

In this sequel to the highly respected and practical 1993 book on fund raising, Worth and his group of authoritative contributors cover areas that did not even exist in this field in 1993, including the concepts of "principal gifts" and "benchmarking." They adapt strategies from Worth's earlier book and introduce many new ones to meet current challenges and take advantage of new opportunities. Comprising 31 chapters divided into ten logical parts, the authors provide a complete picture of this field, which is so important to leaders in higher education. Beginning with a strong base of knowledge, the authors then discuss topics ranging from raising funds from individuals; creating the campaign (accounting, long-range planning, leadership, the mission, kickoff); corporate and foundation support; traditions of giving; managing and supporting development programs; ethical concerns; and trends for the future. Michael Worth gives a great deal of attention to the environment in which those responsible for advancement in higher education have to work today. The book addresses new areas in the field that didn't exist when Worth wrote his first edition of this book in 1993. For example, the use of financial instruments in the planning of gift giving are more sophisticated, and business techniques have been tapped to improve management of programs and measurement of success. Part II of the book describes the underlying foundations of educational fund raising in three chapters, each written by an expert contributor. This section of the book describes the base of knowledge in the field (theory and research) and discusses the institutional plan and its relationship to the goals and objectives of the institution. Part V, covers corporate and foundation support, which is based on reasoned strategies and business plans and goals rather than on altruism and emotion, which can often be the foundation for individual giving. The book also includes a glossary and a selective bibliography.

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This book focuses on the impetus for leading change. Bornstein draws on numerous sources for a theoretical perspective on the factors associated with the president's role in creating legitimate change.

This important new work will help department chairs, faculty, and administrators understand and address the increasing complexity of relationships within higher education, as well as the growing influence of external factors. The Department Chair as Academic Leader is a completely updated revision of Allan Tucker's seminal contribution, Chairing the Academic Department, last published in 1992. This work reflects the approach used in the ACE Workshops for Division and Department Chairs and Deans.

This book suggests that the umbrella academic organizations step forward and draft a model code of ethics for the profession of higher education. Further discussion reveals how such attempts become difficult in face of the market's relentless pressure to frame the institution-student relationship in the economic terms of provider and customer. The book also offers an analysis of academic tradition, academic freedom, and the principles of professional conduct and shared governance. Typical problems in academic life are presented, each followed by questions designed to stimulate seminar-type discussion. Appendices contain a proposed code of ethics as well as AAUP statements on the subject.

The unique and controversial companion volume to Daniel Seymour's On Q places Seymour's ideas and theories within the context of a call to action. In a series of realistic case-study lessons, he reveals how colleges and universities can dramatically improve their performance by drawing upon the concepts found in systems theory, quality management, and studies of organizational behavior.

This book shares the practical and tested experiences of board members and college presidents. Various dimensions of board performance are covered, from the ability to discern the culture and norms of the organization to the importance of being well informed about the roles, responsibilities, and performance of board members. The authors describe how a board can develop and maintain healthy relationships with key constituencies and how it shapes institutional direction.

Based on a 'best practice' study conducted by State Higher Education Executive Officers (SHEEO) and the American Productivity & Quality Center (APQC), this book covers the critical developments in the use of technology for college teaching in North America and worldwide. Key challenges in developing faculty use of technology are discussed, including such issues as funding, technical and pedagogical training/support, organizational structures, reward systems, workload issues, multi-institutional collaboration, collective bargaining, and intellectual property.

Lyall and Sell have opened a candid public policy discussion about the future of public universities. Lyall and Sell describe market forces that are eroding the traditional partnership between states and public universities, and explain how the search for new revenue sources is refocusing the basic goals of public universities.