A Model for Creating Engaged Land-Grant Universities: Penn State’s Engagement Ladder Model

The original mission of the state and land-grant university was to engage with communities to solve problems and improve the quality of life for the citizenry. Today most state and land-grant universities have moved far away from their original mission and are struggling to become engaged with the communities they serve. In this case study, we highlight some of the steady progress toward engagement that has recently occurred at The Pennsylvania State University. We catalogue how strong vision and leadership; infrastructure reorganization; and the active involvement of faculty, students, and community partners have revitalized the land-grant mission at Penn State. Keith R. Aronson is the Assistant Director of the Social Science Research Institute and the Children, Youth, and Families Consortium, The Pennsylvania State University. Dr. Aronson received his B.A. from Rutgers University, M.A. from Ball State University, and Ph.D. from The Pennsylvania State University. He is a clinical psychologist with a specialization in biobehavioral health and is interested in understanding how research conducted at universities and colleges can better impact communities. Nicole Webster is Assistant Professor of Agricultural and Extension Education, The Pennsylvania State University. Dr. Webster received her B.A. from the University of Florida and her M.A. and Ph.D. from Michigan State University. Her special interest is in service-learning research, particularly among minority youth.     

The definition of leadership effectiveness: A conceptual and personal journey

E. Grady Bogue is currently professor of educational leadership at the University of Tennessee at Knoxville. He is chancellor emeritus of Louisiana State University in Shreveport, where he served as chancellor for ten years. In 1989, he served as the interim chancellor of Louisiana State University and A & M College. He has served in a variety of other campus and state level academic administration positions. His latest book isThe Evidence for Quality (Jossey-Bass) and he is the author of three other books and a range of articles on higher education leadership and issues.     

Bilingual cash machines,multicultural campuses,and communities of difference

A version of this paper was delivered as a speech at Buffalo State University, NY, September 1993.Estela M. Bensimon received an Ed.D from Teachers College, Columbia University. She currently holds an appointment in the Center for the Study of Higher Education at Penn State University as an associate professor and senior research associate. She is interested in leadership, multicultural curricular transformation, and the organizational structures and policies of our colleges and universities.     

Executive power and scaled-up gender subtexts in Australian entrepreneurial universities

Deputy Vice Chancellor and Pro Vice Chancellor positions have proliferated in response to the global, corporatised university landscape [Scott, G., S. Bell, H. Coates, and L. Grebennikov. 2010. “Australian Higher Education Leaders in Times of Change: The Role of Pro Vice Chancellor and Deputy Vice Chancellor.” Journal of Higher Education Policy and Management 32 (4): 401–418]. Senior leadership is the sphere where academic and management identities are negotiated and values around the role of the university are decided. This paper examines the changing and gendered nature of the senior leadership setting and its implications for diversity in and of university leadership. The analysis draws from a three-year empirical study funded by the Australian Research Council on leadership in Australian universities. It focuses on executive leaders in three universities – one which is research-intensive, the second, in a regional site, and the third, university of technology. The article argues that the university landscape and its management systems are being restructured in gendered ways. It utilises the notion of organisational gender subtexts to make explicit how gender works through structural and cultural reform.     

The synergy of minority student persistence and faculty renewal

In response to increased student assessment and accountability concerns, colleges and universities have been called on to increase their efforts to improve the retention rates of an increasingly diverse student body. This article outlines a synergistic strategy for promoting minority student persistence through faculty renewal efforts that encourage faculty to question their cultural beliefs and academic values concerning the teaching and learning enterprise.Dr. Kay F. Norman is currently with Delaware State University where she is Director of the Center for Excellence in Teaching. She also teaches graduate courses in Educational Assessment and Special Education Administration and Supervision. She holds an Ed.D. in Higher Education Administration with emphasis in Student Services from Texas Southern University. Her research interests are in student retention, assessment, and effective teaching. James Norman, Ph.D., is an Associate Professor of Education at Delaware State University's School of Education. He is a graduate of Ohio State University. Dr. Norman's research interest include special education monitoring and compliance issues, and behavioral management systems.     

坚持"六个相结合"加强和改进大学生思想政治教育

而校加强和改进大学生思想政治教百,必须坚持中共中央、国务院《关于进一步加强和改进大学生思想政治教育的意见》提出的“六个相结合”,努力提高大学生思想政治素质,切实促进大学生全面发展。     

Of teachers and students and budget cuts,of quality and change

Faculty morale is low and falling. Support budgets for higher education are tight and getting tighter. The quality of education programs increasingly is questioned. This article presents a case for selective funding of new approaches to higher education. The author argues that though blank-check funding is a phenomenon of the past, special incentive grant programs are an effective means of addressing all three problems. He cites the Fund for the Improvement of Postsecondary Education and a special State Fund for Innovation and Improvement in the Instructional Process in California as programs that have tapped faculty creativity and improved the quality of education at modest cost.David H. Provost, Professor of Political Science on leave from California State University, Fresno, is Statewide Dean, Division of New Program Development and Evaluation, Office of the Chancellor, The California State University and Colleges, Long Beach, California 90802.     

THE PEOPLE'S COLLEGES: MISSISSIPPI'S SYSTEM OF COMMUNITY AND JUNIOR COLLEGES

Mississippi's system of public community and junior colleges developed as a response to changing educational needs in the state. The need to provide secondary education to rural areas of the state led to the agricultural high school movement in 1908. Time diminished the need for these schools, so the state's educational leadership proposed using the facilities to offer college‐level coursework. In 1928, Mississippi counties were authorized to join together in forming junior college districts. The colleges began as agencies of local government and continue so to the present. A state‐level office with coordinating responsibilities was established at the State Department of Education. The state's system of 2‐year colleges began just 1 year before the national economic depression. Easy access and low costs made the junior colleges attractive to Mississippians then and now. The junior college mission was to offer university transfer programs to students. After World War II, the junior colleges expanded their missions to include vocational and technical training. This was in response to the demands of business and industry as well as the needs of veterans returning to the workforce. Postwar industrial development in the state gave the junior colleges a greater role in workforce training. Mississippi's two‐year colleges have experienced demographic and technology changes that reflect national trends. In contrast to most other states, Mississippi's community and junior college leadership continues to identify university parallel programs as their primary mission.     

Improving Campus Climate to Support Faculty Diversity and Retention: A Pilot Program for New Faculty

We report on a series of pilot programs that we developed and carried out to support the success and satisfaction of new faculty, particularly faculty of color. We hope that others committed to retaining and supporting underrepresented faculty can apply our learning from this pilot project, as a whole or in part.Fred P. Piercy, Ph.D. (University of Florida), M.Ed. (University of South Carolina), B.A. (Wake Forest University) is the Department Head of the Department of Human Development at Virginia Tech. His professional interests include family therapy education, HIV social science research and prevention, and family intervention for adolescent drug abusers. Valerie Giddings, Ph.D., M.S. (Virginia Tech), B.S. (Bennett College) is the Associate Vice Chancellor for Lifelong Learning at Winston-Salem State University. Her professional interests include anthropometry and apparel fit, cultural aesthetics for apparel, and diversity issues in higher education. Katherine R. Allen, Ph.D., M.A. (Syracuse University), B.S. (University of Connecticut) is a Professor in Human Development at Virginia Tech. Her interests include family diversity over the life course, adult sibling ties in transition, and persistence of women and minorities in IT majors. Benjamin Dixon, Ed.D. (University of Massachusetts), M.A.T. (Harvard University), B.Mus.Ed. (Howard University) is the Vice President for Multicultural Affairs at Virginia Tech. His interests include diversity, multicultural education, ethical pluralism, and equity and inclusion issues related to organizational management and development. Peggy S. Meszaros, Ph.D. (University of Maryland), M.S. (University of Kentucky), B.S. (Austin Peay State University) is the William E. Lavery Professor of Human Development and the Director of the Center for Information Technology Impacts on Children, Youth, and Families at Virginia Tech. Her interests include positive youth development, leadership issues, female career transitions, and mother/daughter communication. Karen Joest, Ph.D. (Virginia Tech), M.S. (Chaminade University), B.S. (Indiana State University) is an Assistant Professor of Child and Family Studies at the State University of New York, College at Oneonta. Her interests include adolescents exposed to domestic violence, use of qualitative research, and use of technology and feminist pedagogy     

高职院校学生文化素质教育的策略研究

在大力发展职业教育的新形势下,越来越多的企业管理者认识到高职教育的主要任务是“育人”而非“制器”。高职院校不仅要传授和培养学生的专业知识和职业能力,也要把提高学生的人文素质和职业素养作为重要任务。通过文化素质教育,培养学生的职业精神和健康心理,使高职院校的毕业生不仅是懂技术、会操作的“职业人”,更是具有健康人格和强烈社会责任感的“有能力的公民”。为此,高职院校要通过完善文化素质教育的课程体系,开拓第二课堂活动等多种途径,加强学生的文化素质教育。     

Higher Education Trust, Rank and Race: A Conceptual and Empirical Analysis

This study involved an analysis of faculty trust in a large southwestern institution. After reviewing the literature, we identified a valid and reliable instrument, the Higher Education Faculty Trust Inventory, to measure higher education faculty trust in administrators, colleagues, and students. We then used this instrument to gauge various aspects of faculty trust, and we found significant trust differences among professors of varying academic ranks (i.e., adjunct, assistant, associate, and full professor). We found, however, no significant trust differences in regard to race. Finally, we discuss the findings within a context of implications for future research and practice in higher education. Page A. Smith received his B.S. in Education from Wright State University, M.S. in Educational Administration from the University of Dayton, M.A. in Educational Administration from The Ohio State University and his Ph.D. in Educational Policy and Leadership from The Ohio State University. He is an Associate Professor at the University of Texas at San Antonio. His research pursuits include organizational climate and health, institutional trust, workplace aggression and bullying, and leadership development. Alan R. Shoho received his B.S. in Electrical Engineering from California State University at Fullerton, M.Ed. in Secondary Education from the University of Hawaii at Manoa, and his Ed.D. in Secondary Education from Arizona State University. He is an Associate Professor at the University of Texas at San Antonio. His research interests include aspiring principals, high school reform, and organizational trust.     

Transforming the College through Technology: A Change of Culture

In this article we address the implementation of sustainable technological change among the faculty, staff, and students in the College of Education and Human Services at a mid-western urban institution. We examine cultural factors common to institutions of higher education and then describe particular planning and implementation processes employed at one institution to move faculty and staff from a state of minimal technology use to one of substantial technological competence over a period of years. The process turns out to be robust and stable despite growth over time. We conclude with recommendations for other educational institutions facing similar needs for cultural change in the use of technology. James A. McLoughlin has been Dean of the College of Education and Human Services at Cleveland State University since 1995 and Interim Provost from 2000 to 2001; he received his Ph.D. in Special Education from the University of Arizona. Lih-Ching Chen Wang is a Fulbright Scholar. She is currently an Associate Professor of Education in the Department of Curriculum and Foundations at Cleveland State University. Her work focuses on the integration of technology into teacher education. She holds a Ph.D. in Instructional Technology from Kent State University. William A. Beasley is a Professor of Education who specializes in Educational Technology and runs the Center for Teaching Excellence at Cleveland State University. He holds an Ed. D. in Gifted Education from the University of Georgia.     

Virginia VIEW: 1979–1987

Summary The Virginia Career Information Delivery System—Virginia VIEW, which started in 1979–1980 is an evolving effort to provide career information assistance to the citizens of the Commonwealth. Every person in Virginia has access to the CIDS through a toll-free career information hotline. Over 20,000 callers have used the telephone to make career inquiries. The entire CIDS is available in over 1,000 locations ranging from middle schools, high schools, vocational technical centers, community colleges, colleges and universities, employment rehabilitation and social welfare agencies, to libraries and correctional facilities. Plans for the future of Virginia VIEW include a major system-wide evaluation, career tabloid, and conversion of the current microfiche-based system to hard disk microcomputer.Carl McDaniels is Professor, Program Area Leader, Counselor Education and Project Director, Virginia VIEW, Virginia Polytechnic Institute & State University, Blacksburg, Virginia.     

African American females in academe: Power and self-development

This paper focuses on five types of power and seven self-development strategies that can have an impact on the performance and productivity of African American female faculty members.Theresa Bey is a faculty associate at the University of Georgia, College of Education, Program for School Improvement. She has taught instructional supervision and leadership in staff development, and is a 1995 Senior Fulbright Scholar appointment in Cyprus. She received her B.A. in Business Education from Montclair State College; her M.A. in School-Community Relations from Glassboro State College; and, her Ph.D. (1979) in Educational Administration and Supervision from the University of Illinois, Urbana-Champaign. Her primary areas of interest include teacher education, mentoring, supervisory support, and international education.     

民族地区高师院校开展职教师资培养的探索与实践——以广西师范学院为例

培养职教师资是民族地区高师院校拓展服务领域和发展空间的必然选择,也是其承载社会职责的重要使命。民族地区高师院校开展职教师资培养工作,应具备鲜明的专业实践能力培养理念,建立契合地方社会经济发展需要的专业结构,完善相关的配套教学条件。广西师范学院探索并实践了以地方高师院校为主,中等职业学校和企业参与培养的职教师资培养新机制。     

Transfer Student Graduation Efficiency and University Administrators: New Bedfellows

Accountability is an important focus for nearly all-public higher education institutions. In 1997 the Washington State Legislature mandated an accountability measure designed to encourage public universities to increase student efficiency toward graduation. This accountability measure is assessed by a formula called the Graduation Efficiency Index. This qualitative study details the Graduation Efficiency Index's conception and ramifications for public higher education institutions. It further examines university administrators' perceptions of the Graduation Efficiency Index and transfer students' impact on the ability of three public institutions to meet mandated accountability goals. We include implications for practice. Susan Poch is the Director of the Student Advising and Learning Center at Washington State University. She holds a Ph.D. in Education Leadership, Higher Education from Washington StateUniversity. Her research focuses on the policy and practice of student transition. Mimi Wolverton is Professor of Higher Education at the University of Nevada, Las Vegas. Her areas of research include leadership, organizational change and organizational effectiveness. She holds an M.B.A. and Ph.D. in Education Leadership from Arizona State University.     

THE LEADERSHIP INSTITUTE FOR A NEW CENTURY: LINCING WOMEN AND MINORITIES INTO TOMORROW'S COMMUNITY COLLEGE LEADERSHIP ROLES

The Iowa Association of Community College Trustees, the Iowa Association of Community College Presidents, and Iowa State University Higher Education Program created a partnership to develop women and minorities for leadership roles in community colleges. The Leadership Institute for a New Century (LINC) program, which is in its eleventh year, uses a combination of national and state community college leaders, community leaders, trustees, and university faculty members to offer personal and professional development activities for participants. University credit that may be used as part of an academic degree program and for state licensure purposes is granted. Participants are nominated by their college; participate in monthly seminars; and complete projects related to local, state, and national issues. Nearly 70% of participants reported receiving a leadership promotion or advancement during or since their acceptance into the LINC program. The majority indicated that the program was very influential in their advancement. With the predicted impending administrator shortage, more cooperative leadership development programs need to be developed. The future of our community college system depends on the development of leadership opportunities and an infusion of leadership.     

A Feminist Perspective on Parental Leave Policies

This article focuses on the ways that three feminist theories—liberal feminism, cultural feminism, and feminist poststructuralism—might be used to craft parental leave policies. After examining each theory in detail, the article concludes by offering one example of an ideal parental leave policy that combines the best features of each theory to produce a policy that is responsive to faculty needs and works to change gender roles. Often faculty and administrators implement policies without truly thinking through the theories that underpin the policies. This article provides the tools to help create theoretically informed policy. Margaret W. Sallee received her M.A. in Higher Education and Student Affairs from The Ohio State University and is currently a Ph.D. student and Research Assistant in the Center for Higher Education Policy Analysis at the University of Southern California. Her research focuses on faculty work lives and the influence of gender on graduate student socialization.     

高校辅导员意识形态引领力提升路径探析

高校辅导员意识形态引领力是指高校辅导员所具有的在社会主义意识形态方面的引领能力,具有继承性、价值性和功能性。当前,高校辅导员意识形态引领力还较为薄弱,主要表现为辅导员日常工作中意识形态的虚化、弱化,进行引领的主体能动性不够,客观上还存在能力欠缺。提升高校辅导员意识形态引领力的有效路径应从认同、阐释、传播、影响、感召五个方面展开,以达到切实提高高校意识形态工作成效的目的。     

文化素质教育研究的新进展

从国家教委首次提出"文化素质教育"至今已有二十余年。文化素质教育既是高水平的常识教育,也是价值观教育。我国高校文化素质教育课程体系建设已经取得了一定的成果,形成了以中国人民大学、复旦大学为代表的"板块"模式,以华中科技大学为代表的"核心课程"模式,等等。但是在教学实践中尚存在课时安排不合理、缺乏专任教师、考核方式欠科学等问题。