Examining the relationship between higher education policy and the state, this book focuses on the ways in which the changing concepts of the nature of the state and its role have had an impact on the development of higher education policy in the last thirty years.
Metacognition plays an important role in numerous aspects of higher educational learning strategies. When properly integrated in the educational system, schools are better equipped to build more efficient and successful learning strategies for students in higher education. Metacognition and Successful Learning Strategies in Higher Education is a detailed resource of scholarly perspectives that discusses current trends in learning assessments. Featuring extensive coverage on topics such as spiritual intelligence strategies, literacy development, and ubiquitous learning, this is an ideal reference source for academicians, graduate students, practitioners, and researchers who want to improve their learning strategies using metacognition studies.
The volumes in this set, originally published between 1964 and 2002, draw together research by leading academics in the area of higher education, and provide a rigorous examination of related key issues. The volume examines the concepts of learning, teaching, student experience and administration in relation to the higher education through the areas of business, sociology, education reforms, government, educational policy, business and religion, whilst also exploring the general principles and practices of higher education in various countries. This set will be of particular interest to students and practitioners of education, politics and sociology.
The purpose of this book is to offer higher education leaders, scholars, consultants, and observers a full range of strategy tools that can be applied to the higher education industry. This is accomplished by a) introducing new concepts and tools to give a comprehensive view of strategy making in higher education, beyond strategic planning, b) demonstrating the value of the concepts and tools through description and application for different types of institutions (universities, community colleges, for-profit colleges, etc.) and at different levels within institutions (institutional, college, department, etc.), and c) providing guidance on the appropriate uses of the various tools. The last point is especially important, as applying business-like principles to higher education often receives heavy criticism. The book helps readers decipher the appropriate uses of different strategy tools to the higher education industry, but the book also points out dangers and weaknesses. All of this is done within today’s context of political, economic, demographic, and global realities.
Shifting faculty roles in a changing landscape Ernest L. Boyer's landmark book Scholarship Reconsidered: Priorities of the Professoriate challenged the publish-or-perish status quo that dominated the academic landscape for generations. His powerful and enduring argument for a new approach to faculty roles and rewards continues to play a significant part of the national conversation on scholarship in the academy. Though steeped in tradition, the role of faculty in the academic world has shifted significantly in recent decades. The rise of the non-tenure-track class of professors is well documented. If the historic rule of promotion and tenure is waning, what role can scholarship play in a fragmented, unbundled academy? Boyer offers a still much-needed approach. He calls for a broadened view of scholarship, audaciously refocusing its gaze from the tenure file and to a wider community. This expanded edition offers, in addition to the original text, a critical introduction that explores the impact of Boyer's views, a call to action for applying Boyer's message to the changing nature of faculty work, and a discussion guide to help readers start a new conversation about how Scholarship Reconsidered applies today.
This book surveys the use of performance indicators of teaching, of reseach and of administration, and offers suggestions on how they might be developed and used.
Many higher education institutions are like small towns, meeting the needs of their members by providing not only specialist teaching and research activities but also residential accommodation, catering, telecommunications, counselling, sports facilities and so on. The management of these institutions is very complex, requiring both generalist and specialist knowledge and skills; and the move to formal strategic planning means that it is no longer acceptable for higher education managers to be aware only of their own relatively narrow areas of expertise. All new managers would benefit from an holistic perspective on managing a whole institution. As such individuals are promoted, such 'helicopter vision' becomes a precondition of their and their institution's success. Higher Education Management provides: * the first comprehensive account of non-academic higher education management. * contributions from distinguished practitioners of university management. * a key resource for all aspiring, trainee and practising managers in higher education.
Research into higher education has blossomed internationally during the last few decades, as participation in higher education has expanded and concern over delivering it effectively has increased. Higher Education Research offers an overview of what we have learnt through researching different aspects of higher education. Leading academic in the field Malcolm Tight codifies and classifies all research on higher education, offering an accessible but comprehensive guide to the field and its scope. Topics covered include: Teaching and learning Course and design Student experience Quality System policy Institutional management Academic work Knowledge and research Tight discusses the work of key researchers, and explores the varied use of methodologies, theoretical frameworks and research designs. He also identifies topics and areas where further research is needed.
Declining enrolment, retrenchment (cutback) strategies, and demands from the public for increased accountability have forced university administrators to re-examine the efficiency of the university and adopt managerial techniques that advocate increased accountability, centralized authority, and objective resource allocation. Cynthia Hardy argues that this approach has failed to take into account the political realities of university life and the conflict which arises from competing demands for scarce resources.