SUSTAINING FEATURES DEPARTMENT

On November 16, 1972, U. S. District Judge John H. Pratt ruled in Adams v. Richardson. Following is the complete text of the decision.     

THE DEPARTMENT CHAIR AS SPEAKER OF THE HOUSE: SHARED AUTHORITY IN THE COMMUNITY COLLEGE DEPARTMENT

The department chair position is vital to the effective administration of both the academic unit and the entire college. Inherent in the roles and tasks of the individual position is a responsibility for consensus development, which in turn requires the involvement of faculty in decision-making activities. This consensual development dictates that faculty who are specialists in their particular academic disciplines be involved in decisions ranging from admissions and grading to institutional policy formation and cross-disciplinary curricula development. The current study was conducted to examine the perceptions of department chairs in the involvement of faculty in departmental decision-making.     

从“群体本位”与“个人本位”看中西文化价值观的差异

中国传统文化以社会群体作为价值主体,形成了一种社会本位的价值系统。而个人主义作为西方价值观念的思想基础,体出了西方价值观念的根本性质,近代以来随着中西交流的增加,两种不同的阶段观念体系在相互比较,借鉴,交流中逐渐出现了融合的趋势。笔者试从文化传统的角度来探寻整体主义和个人主义在中西方发展的历程,并比较,分析两者的优缺点及在当代的融合趋势。     

INTERPERSONAL BEHAVIOR AND THE COMMUNITY COLLEGE DEPARTMENT CHAIRPERSON

The purpose of this study was to explore the relationship between department/division chairpersons' interpersonal behavior and their perceived leadership effectiveness. The Departmental Evaluation of Chairperson Activities for Development (DECAD) system was used to determine the department chairpersons' administrative effectiveness. Element B, developed by Will Schutz, was used to assess the chairpersons' interpersonal behavioral characteristics. The participants were department/division chairpersons and full-time faculty members from 15 of the 17 public and private community colleges in a southern state. Survey packets were mailed to faculty members and department/ division chairpersons in the humanities and social sciences divisions. Sixty-seven percent of the faculty responded and 93% of the chairpersons responded. Statistical analyses revealed significant differences in the dependent variables of received inclusion, perceived inclusion, and wanted inclusion interpersonal behaviors between the ineffective and effective chairs. These findings suggest that effective department chairpersons possess a need to maintain and establish interaction with others. Also, effective chairpersons were perceived to be, and want to be, included by others.