What distinguishes academic administration from administration or managing in business? Rudolph Weingartner, arugues that colleges and universities are founded to serve certain purposes; they are supported by governments and private individuals; and, as professional institutions, they have students, among others, as clients to whom they owe education services in ways analogous to the obligations hospitals have via-^-vis their patients. Academic administration is not just another job of managing, but a calling that importantly assists institutions to carry out their missions.
Institutions of higher education are not like corporations: they have multiple goals, not even limited to the central ones of teaching and research, nor are they organized hierarchically. One class of leading inhabitants, faculty members, are a cross between independent contractors and employees; another class, administrators, are a cross between bosses and colleagues. Fitting Form to Function discusses how such institutions are best organized; how decisions are best made at various levels; how administrators and faculty can effectively collaborate in giving shape to a university or college. The book takes up such topics as the office of the president, of the provost, the dean and the chairperson of a department. It considers how committees are formed to function effectively-from a faculty senate to budget and planning committees to those that advise on promotions and others that adjudicate when there are grievances. Fitting Form to Function is written in an informal style. No jargon, no footnotes, but sporting 27 recurring maxims, such as Maxim 1, In academic institutions, the forces of nature are centrifugal; organizational art must be used to create propensities toward coherence; Maxim 17, Boundaries are less likely to create solidarity among those who live within them than they constitute barriers for those residing outside them; and Maxim 23, 'A' people hire (or retain) 'A' people, while 'B' people hire 'C' people.
The systematic study of the Africana/Black experience emerged in universities in the USA in the late 1960s. As an outgrowth of the Civil Rights and Black Conscious movements, demonstrations occurred on campuses nationwide, giving birth to the new academic discipline. Written by emerging and established scholars and published in the Western Journal of Black Studies over a span of three decades beginning in 1977, the 27 essays included in Africana Studies provide an evolutionary trajectory of the discipline, including theoretical, ideological, and methodological perspectives and paradigms. The primary focus is the African American experience with emphasis on how theoretical and methodological approaches have changed over time as the discipline matured. Topics include pre-colonial literacy and scholarship in West Africa, Black Nationalism, intellectual foundations of racism, and the ideology of European dominance. Articles also address African American personality development, gender relationships, self-identity, masculinity, crime, blueprints for economic development, and digitalization of the discipline. This fundamental collection challenges assumptions, misconceptions, and negative stereotypes within the behavioral sciences, social sciences, and liberal arts fields, and portrays the strength, resilience, and diversity of African and African American peoples.
A Sixty-Year Ride through the World of Education depicts the author's educational pursuits from elementary school to provost. Learning is followed by teaching and writing and, soon, academic administration. Interspersed among these thirty-three short autobiographical sections are fourteen others that deal directly and practically with educational topics. This short work is a rich introduction to the world of education in the last half-century.
Institutions of higher education are not like corporations: they have multiple goals, not even limited to the central ones of teaching and research, nor are they organized hierarchically. One class of leading inhabitants, faculty members, are a cross between independent contractors and employees; another class, administrators, are a cross between bosses and colleagues. Fitting Form to Function discusses how such institutions are best organized; how decisions are best made at various levels; how administrators and faculty can effectively collaborate in giving shape to a university or college. The book takes up such topics as the office of the president, of the provost, the dean and the chairperson of a department. It considers how committees are formed to function effectively-from a faculty senate to budget and planning committees to those that advise on promotions and others that adjudicate when there are grievances. Fitting Form to Function is written in an informal style. No jargon, no footnotes, but sporting 27 recurring maxims, such as Maxim 1, In academic institutions, the forces of nature are centrifugal; organizational art must be used to create propensities toward coherence; Maxim 17, Boundaries are less likely to create solidarity among those who live within them than they constitute barriers for those residing outside them; and Maxim 23, 'A' people hire (or retain) 'A' people, while 'B' people hire 'C' people.
What distinguishes academic administration from administration or managing in business? Rudolph Weingartner, arugues that colleges and universities are founded to serve certain purposes; they are supported by governments and private individuals; and, as professional institutions, they have students, among others, as clients to whom they owe education services in ways analogous to the obligations hospitals have via-^-vis their patients. Academic administration is not just another job of managing, but a calling that importantly assists institutions to carry out their missions.
Written informally, Fitting Form to Function that the way in which the various departments within colleges and universities are organized has a direct impact on their effectiveness. Factors such as reporting structures, what kinds of committees are formed, and how the administration and faculty collaborate to make decisions all play key roles in how well an institution meets its objectives. Weingartner also includes 27 maxims, such as #17 Boundaries are less likely to create solidarity among those who live within them than they constitute barriers for those residing outside them.
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