bluuebunny/crossref_metadata_2025 huggingface dataset:
The Assembly of Dinuclear Alkoxido‐Bridged CuII Halide Complexes of Pyridine Alcohols To Form Tetranuclear and Polynuclear Compounds: Synthesis, Structure, and Magnetic Properties
Authors: Lah Nina , Leban Ivan , Clérac Rodolphe
Published: October 2006

Reaction of CuX2 (X = Cl, Br) with pyridine alcohol ligands [2‐(hydroxymethyl)pyridine = Hhmp, 2‐(hydroxyethyl)pyridine = Hhep and 2‐(hydroxypropyl)pyridine = Hhpp] affords a series of new CuII alkoxide complexes with a similar Cu2O2 structural motif: a dinuclear complex, [Cu2(hpp)2Br2] (1), two tetranuclear compounds, [Cu4(hpp)4Br4] (2) and [Cu4(hpp)4Cl4] (3), and polynuclear chains, [Cu2(hep)2Cl2]n (4) and [Cu2(Hhmp)2Cl4]n (5). The dinuclear complex 1 represents the basic building unit of the four other materials. In this family of compounds, the pyridine alcohol type ligands (Hhmp, Hhep, or Hhpp) provide the two alkoxido functions that bridge the CuII centers. The tetranuclear analogues exhibit an unusual structure of the defect dicubane‐like type with two missing vertices. The one‐dimensional polymers 4 and 5 are composed of Cu2O2 dinuclear units interlinked through bridging chlorido ligands to form infinite chains. The analysis of the magnetic susceptibility measurements indicates the presence of strong antiferromagnetic coupling between the S = 1/2 CuII metal ions through the bis(alkoxido) bridge. (© Wiley‐VCH Verlag GmbH & Co. KGaA, 69451 Weinheim, Germany, 2006)
Chemistry of Difluorocarbene: Synthesis and Conversion of Difluoro(methylene)cyclopropanes
Authors: Cheng Zhan‐Ling , Xiao Ji‐Chang , Liu Chao , Chen Qing‐Yun
Published: October 2006

Difluoro(methylene)cyclopropanes (F2MCPs) were prepared directly by difluorocarbene addition to allenes, and the resulting F2MCPs were converted into a variety of difluoro(methylene)cyclopropane derivatives through Heck reactions and electrophilic substitutions. The ring‐opening reactions of F2MCPs with I2 are reported and a plausible reaction mechanism is also discussed. (© Wiley‐VCH Verlag GmbH & Co. KGaA, 69451 Weinheim, Germany, 2006)
Enantioselective Mukaiyama‐Aldol Reaction of Pyruvates and 1‐Phenyl‐ 1‐trimethylsilyloxyethene Catalyzed by Lanthanide/Pybox Complexes
Authors: Desimoni Giovanni , Faita Giuseppe , Piccinini Francesca , Toscanini Marco
Published: October 2006

The enantioselective Mukaiyama‐aldol reaction between 1‐phenyl‐1‐trimethylsilyloxyethene (1) and three pyruvates (2a–c) is catalyzed by the lanthanide triflate complexes of(4S,5S)‐2,6‐bis[5‐phenyl‐4‐(triisopropylsilyloxy)methyl‐1,3‐oxazolin‐2‐yl]pyridine (3). The best catalysts are the LuIII‐ and ScIII‐based complexes that give high yields of (S)‐4a–c and enantiomeric excesses up to 99.5 %. The LaIII‐based complex favors the formation of the opposite enantiomer [77 % ee of (R)‐4c]. The rationale of the stereochemical outcome is proposed. (© Wiley‐VCH Verlag GmbH & Co. KGaA, 69451 Weinheim, Germany, 2006)
Higher education and feminine socialization
Authors: Douvan Elizabeth
Published: October 2006

Gender differences, whether physiological or learned, have implications for all aspects of life, including the ways in which people learn and the uses to which they will put learning.
The college as agent for social change
Authors: Monro John U.
Published: October 2006

In all our discussions over the past ten years on the college and social change, we have neglected examining the one area in which it is the central business of the college to bring about change: in the process of education itself.
The college and the future: A policy perspective
Authors: Trites Donald G.
Published: October 2006

Decisions about institutional goals are basic to the relationship between the college and a human future.
Out‐of‐class contract learning at Justin Morrill
Authors: Duley John
Published: October 2006

Examples of field studies, independent studies, and field education contracts, all demonstrating the use of contracts to integrate theory and practice and to help students learn how to learn.
Evaluating individualized learning
Authors: Hodgkinson Harold L.
Published: October 2006

Individualized learning requires individualized evaluation as well as teaching, and needs its own assessment of success in accomplishing institutional goals.
The role of the university
Authors: Stewart Clifford T.
Published: October 2006

Deciding on purpose and carrying it out are the most important tasks facing institutions of higher education today.
Emerging directions in continuing higher education
Authors: Knox Alan B.
Published: October 2006

An overview of current continuing higher education programs for adult part‐time participants, and an exploration of emerging trends and issues.
Adult higher education for social change
Authors: McGinn Noel F.
Published: October 2006

Is adult higher education merely a means to save colleges and universities facing financial disaster, or can it also be designed to contribute to the solution of critical national problems?
Spring arbor college: Implementing comprehensive long‐range planning
Authors: Newby John M.
Published: October 2006

The steps that led Spring Arbor to begin continuous planning within the past two years.
Practices and problems in evaluating instruction
Authors: Moomaw W. Edward
Published: October 2006

A survey and case studies of southern institutions show a great diversity in approaches to instructional evaluation and conszderable unevenness in both the effectiveness of the systems in achieving their purposes and in the validity of some of the pactices used.
Service through ideas of value
Authors: Martin Warren Bryan
Published: October 2006

A cad emic institutions can assu me responsibility not only for analyzing major social issues and ideologies but also for offering opportunities to students to experience and inuolve themselves in them.
Individualized service‐centered learning: A faculty view
Authors: Sigmon Robert I.
Published: October 2006

The public health practice program at the University of South Carolina illustrates two general principles of service‐learning.
service‐learning from the Agency's perspective
Authors: Noley Sherry
Published: October 2006

The work of the Commission on Voluntary Service and Action affords perspectives on the problem that agencies face in using student volunteers.
Dynamics of growth and decline
Authors: Dresch Stephen P.
Published: October 2006

Deterioration in the competence of both students and faculty members constitutes a threat to effectiveness as higher education contracts.
Designing instruction
Authors: Herrscher Barton R.
Published: October 2006

Clearly stated learning objectives, a variee of learning activities, and units small enough for students to manage well are s m of the crucial requirements for instructing developwntal students.
Closing the gap in communication skills
Authors: Roueche Suanne D.
Published: October 2006

A “return to basics,” in the from of traditional methods and content, will prove disastrous to developmmtal students.
Creating a growth‐oriented learning environment
Authors: Mink Oscar G.
Published: October 2006

An open system organized around functions and purposes rather than preordained centers of power will provide the most growth‐oriented climate for facilitaing student success.
Courting the prospective student
Authors: Turner William H.
Published: October 2006

The eighteen‐month admbsions year is filled with innumerable decisions for both the prospective student and the admissions offucer. The student goes through the “admissions funnel” process once, but for the admissions officer, it is a never‐ending, ever‐changing adventure.
Marketing financial aid
Authors: Huddleston Thomas , Batty Burt F.
Published: October 2006

Declining markets and price competition between institutions are spurring increased interest in student financial asststance services as a major part of institutional marketing.
The administration of admissions
Authors: Campbell Clifford C.
Published: October 2006

The admissions director must be planner, budgeter, staff trainer, implementor, supervisor, and a key participant in institutional policy‐making for the marketing program to succeed.
Managerial performance and appraisal
Authors: Lahti Robert E.
Published: October 2006

Performance appraisal for administrators in higher education is an absolute; but good appraisal reflects both sensitivity and a knowledge of institutional and individual goals.
The faculty role in administrator evaluation
Authors: Farmer Charles H.
Published: October 2006

Although faculty participation in administrator evaluation will create some strains within traditional governance in higher education, it is an idea whose time has come.
Department and chairperson development
Authors: Booth David B.
Published: October 2006

Just as faculty development requires a modest commitment of funds and personnel, the administrative development of departments needs a comparable investment for chairperson training and structural improvement.
Concluding notes and further readings
Authors: Fisher Charles F.
Published: October 2006

A final synthesis and suggestions about additional resources from the editor's vantage point.
Defining and assessing disadvantagement
Authors: Fuller Bruce , McNamara Patricia P.
Published: October 2006

Disadvantagement is often cited but seldom defined. Given the parameters of the recent Bakke decision, institutions must now attempt to balance conventional admissions criteria with a careful assessment of disaduuntagement among both minority as well as majority applicants.
Overcoming faculty resistance
Authors: Gaff Jerry G.
Published: October 2006

Faculty resistance to teaching improvement and institutional renewal is inevitable, but an organic change approach can be wed to overcome it.
Involving students in faculty development
Authors: Gaff Jerry G.
Published: October 2006

Students can make important contributions at each stage of program development: assessing needs, planning programs, pahapatikg in activities, and evaluating the results.
Evaluating the outcomes
Authors: Gaff Jerry G. , Morstain Barry R.
Published: October 2006

Findings from PIRIT surveys of faculty members support those from other studies showing that faculty development programs can benefit both participants and the overall climate of teaching on campus.
Sexual harassment of women students
Authors: Vance Susan Margaret
Published: October 2006

Sexual harassment: What is it? Who does it? Who are its victims? What are its consequences? Can or should anything be done about it?.
Self‐regulation: An approach to ethical standards
Authors: El‐Khawas Elaine
Published: October 2006

Focuses on ethical standards as they relate to collective actions taken by academic leaders. Ethical behavior in higher education should be guided by voluntary efforts of college administrators.
Academic chivalry and professional responsibility
Authors: Farago John M.
Published: October 2006

External regulation is inevitable in the administration of higher education. Administrators do not themselves deal successfully with ethical issues because they serve multiple clienteles.
A framework for energy management programs
Authors: Bomar Horace I. , Hirsch Arthur F.
Published: October 2006

A jiamework for approaching energy management at institutions higher education is essential for successful energy consemation.
Energy conservation and the entire campus community
Authors: Bomar Horace I. , Hirsch Arthur F.
Published: October 2006

Mobilizing the entire campus community can be one of the most diyicult and challenging aspects of an energy management program, but it is the most important f the full potential o j a program's efforts are to be realized.
Educating the public about energy conservation
Authors: Schiff Gary S.
Published: October 2006

Energy education at colleges and universities hs expanded rapidly to include program, confnences, and workshops to raise public consciousness about energv issues.
Twelve innovative approaches to energy conservation and education
Authors: Tickton Sidney G.
Published: October 2006

In 1980, imaginative and innovative approaches to reducing the impact of the energy problem gained twelve colleges and universities certificates of achievement issued by the Academy for Educatinal Development and awards of $10,000 each from the Atlantic Richfield Foundation.
Educational control in the United States
Authors: Burris Beverly H. , Heydebrand Wolf V.
Published: October 2006

The structure of educatzonal control in the United States has evolved historically from theocratic to professional to bureaucratic forms and, finallhy in reent years, to a tightly integrated form of technology, sophisticated types of administration, and the recent Supreme Court decision concerning Yeshiva University.
Contemporary organizational theory and higher education: A mismatch
Authors: Hall Richard H.
Published: October 2006

Contemporary organizational theory is not providing the kind of guidance that it could and should for practitioners in higher education, as well as in other organizations. The author suggests that the issue of goals should be reintroduced into organizational theory, that certainty is just as important as uncertainty, and that it is misleading to conceive of higher education as a loosely coupled organizational form.
Using and evaluating administrative decision support systems
Authors: King William R.
Published: October 2006

Computer technology is rapidly being integrated into decision support systems that far surpass the potential of other information systems. The administrator must be able to evaluate these systems in terms that are relevant to the organization if this potential is to be realized.
Building a presidential team
Authors: Uehling Barbara S.
Published: October 2006

Creating a presidential administrative team requires assessing the institution, its organizational structure, and its personnel. The selection process must be rooted in an understanding of the needs of the institution, its presicimt, and kcy administrators.
Financial policy making and planning
Authors: Dickmeyer Nathan
Published: October 2006

Financial policies can be viewed as buffers which protcct the core activities of the institution from jluctuation in the environment and which marimkc the return of investments in all areas.
What academic administrators should know about financial aid
Authors: Atwell Robert H.
Published: October 2006

Financial aid is a cnuial source of revenue to institutions, yet administrators ofrcn ipwre this area on which their institution's financial health can depend.
Regulatory influences
Authors: Enarson Harold L.
Published: October 2006

Regulatory requirements shape thc alternative solutions that can be considered by the probh‐solving administrator.
Statewide issues and influences affecting institutional management
Authors: Jonsen Richard W. , Callan Patrick M.
Published: October 2006

Institutions will need to dctmninc how their self‐interest can be served through coordination, and coordinating agencies will need to increase their snsitivity to the academic culture and become effective interpreters of that culture to the political branches.
Alternative evaluation strategies in higher education
Authors: House Ernest R.
Published: October 2006

There are several fundamentally different approaches to evaluation, but all require that the evaluation be perceived as being fair.
Assessing program quality
Authors: George Melvin D.
Published: October 2006

A successful review of program quality requires a clear understanding by all participants of what is meant by “quality” and careful attention in advance to assessment techniques.
Financial management and strategic planning
Authors: Dickmeyer Nathan
Published: October 2006

Strategic planning involves the analysis of risks and opportunities. Financial management entails balancing risks and resources to achieve institutional goals.
Reexamining the economies of scale and the viability of small colleges
Authors: Dickmeyer Nathan
Published: October 2006

The mission that a small college undertakes to perform is more likely to explain its cost problems than simply its smallness.
Improving educational quality while financial strength is eroding
Authors: Smith Hoke
Published: October 2006

Financial setbacks do not necessarily impair educational quality at first because of the flexibility and ingeniousness of the administrators and faculty–but the institutions are now at a tipping point.
Using national financial data for comparative analysis
Authors: Hyatt James A.
Published: October 2006

Those who use data from the Higher Education General Information Survey for comparison studies need to be aware of a number of problems in reporting and presentation that may affect data comparability.
New expectations from users of academic libraries
Authors: Shank Russell
Published: October 2006

The expectations of users of library services in the future, though dimly seen, will focus on both tradition and innovation, driven by the values of current successes and the advent of the information age.
Financing the academic library
Authors: Talbot Richard J.
Published: October 2006

In the present fiscal climate of higher education, librarians are compelled to work with the budgets they have and to modify the elements of the budgets in order to cope with their changing environment.
A framework for improving the management of financial aid offices
Authors: St. John Edward P. , Sepanik Ronald
Published: October 2006

Exemplary financial aid operations are characterized by institutional commitment, up‐front quality control, and professionalism.
Shaping alternative loan programs
Authors: Hauptman Arthur M.
Published: October 2006

Given the time it takes to develop and implement new loan programs, steps should be taken now to design realistic options.
Opportunity and impediment in graduate program innovation
Authors: Albrecht Paul A.
Published: October 2006

The organization and procedures of universities make it tempting to try to avoid contemporary challenges to graduate education.
A theory of innovation in graduate education
Authors: Solmon Lewis C.
Published: October 2006

Market forces suggest that this should be a period of extensive innovation in graduate education, but the importance of relative prestige to universities mutes incentives to innovate.
Innovation in Ph.D. programs and scores in reputational rankings
Authors: Webster David S.
Published: October 2006

There is evidence both for and against the proposition that innovation is punished by surveys that rank academic quality.
Assessing the quality of innovative graduate programs
Authors: Millard Richard
Published: October 2006

Assessing the quality of graduate programs involves asking how well students are enabled to achieve program objectives.
International aspects of graduate education
Authors: Lapidus Jules B.
Published: October 2006

It is time to enhance the ability of American graduate students to contribute to international communication in their fields.
Graduate education and social responsibility
Authors: Bowen Howard R.
Published: October 2006

The way in which graduate education is conducted afects the development of socially responsible men and women as well as their competence.
Goals, academic direction, and faculty development
Authors: Glicksman Maurice
Published: October 2006

Missions will change in a future that will inevitably be different from the past.
Effects of enrollment, admissions, remediation, and tuition policies on quality
Authors: Albright Brenda
Published: October 2006

If questions about quality costs are addressed more precisely, informed decisions can be made about alternatives for reaching qualitative goals.
Incentives in the academy: Issues and options
Authors: Baldwin Roger G. , Krotseng Marsha V.
Published: October 2006

For faculty members to perform at the highest levels of excellence requires designing and implementing an array of appropriate, effective incentives.
Information: Setting the context for effective budgeting
Authors: Hyatt James A.
Published: October 2006

The budget must also act as a plan for generating revenues.
Allocating faculty in the budgeting process
Authors: Kemper Gene A.
Published: October 2006

A faculty allocation formula can be developed that is both internally acceptable and externally justifiable.
Enrollment management and its context
Authors: Hossler Don , Kemerer Frank
Published: October 2006

More is required than the fine tuning of recruitment practices. Extensive reorganization may be called for.
Assessing and reducing attrition
Authors: Bean John P.
Published: October 2006

Improving retention calls for methodical investigation and program design.
Using the institutional research office
Authors: Davis‐van Atta David L. , Carrier Sam C.
Published: October 2006

The skills of the institutional research office can be used to find out what actually happens between potential students' first show of interest and their enrollment, and why.
Organizing the resources that can be effective
Authors: Graff A. Steven
Published: October 2006

The various parties that can contribute to the enrollment management effort at a college must be brought together.
The College of Idaho
Authors: Derosier Arthur H.
Published: October 2006

Recommitment to a heritage of academic excellence, with realistic and energetic management and a vision of the possible, can restore the health of even an isolated rural college with limited resources.
The university mission statement: A tool for the university curriculum, institutional effectiveness, and change
Authors: Mouritsen Maren E.
Published: October 2006

All activities should spring from a perspective of declared institutional values, as manifested in a formal mission statement. Other institutions may glean insights from the experience of one institution's involvement with such a declaration.
Self‐paced instruction
Authors: Stowers Michael P. , Tessmer Martin
Published: October 2006

Self‐paced instruction can offer flexibility to students and academic institutions alike, but careful planning is required.
Interactive television
Authors: Bisesi Michael , Felder B. Dell
Published: October 2006

Opportunities are expanding for on‐site instruction to the business and industry communities.
Library‐based learning in an information society
Authors: Breivik Patricia Senn
Published: October 2006

Library resources and personnel can be better utilized to promote the institutional learning goals.
Learning through student activities
Authors: Morrell Susan A. , Morrell Richard C.
Published: October 2006

Student activities that are well planned and implemented enhance both the richness of educational experiences and the student retention rate.
Establishing the planning process for selecting appropriate career programs
Authors: Winstead Philip C.
Published: October 2006

Having a planning model, identifying a planning ofjicer, gathering the necessary planning data, conducting a feasibility study, and understanding the institution's program approval process are key steps in deciding on a new career program.
Performance funding in tennessee: Stimulus for program improvement
Authors: Banta Trudy W. , Moffett Marian S.
Published: October 2006

Assessment information must be integrated and interpreted, disseminated widely, consiakred by decision makers, and used to improve programs.
Mandated testing in Florida: A faculty perspective
Authors: Ciereszko Ana Alejandre
Published: October 2006

State‐imposed educational refom, including mandatory entry and exit testing, have had a major impact on Florida institutions of higher education.
Assessment, curriculum, and expansion: A historical perspective
Authors: Resnick Daniel P. , Goulden Marc
Published: October 2006

Public bodies do not need to impose their own measures of student learning to have euidence that public institutions are well run.
Exemplary retention strategies for the freshman year
Authors: Dunphy Linda , Miller Thomas E. , Woodruff Tina , Nelson John E.
Published: October 2006

The freshman year offers the greatest opportunity for controlling attrition.
Openness and opportunity
Authors: Lynton Ernest A.
Published: October 2006

The more the boundaries of higher education are blurring, the more they need effective and strategic management.
Evaluating the risks for specific institutions
Authors: Nordhaus William
Published: October 2006

Administrators can and should evaluate the specific exposure of their institutions to economic risks.
Investing in an uncertain economic environment
Authors: Dalton Timothy , Greiner Kenneth
Published: October 2006

In spite of the economic uncertainties, college and universities must invest for the long term. Certain techniques can reduce the risks and increase the returns.
Asset‐liability management in higher education: Lessons from the financial markets
Authors: Gurwitz Aaron S.
Published: October 2006

Colleges and universities can borrow techniques from large financial organizations to protect both sides of their balance sheets.
The outlook for state support of higher education
Authors: Gold Steven D.
Published: October 2006

As we enter the 1990s, states are particularly vulnerable to an economic downturn. Policymakers will, however, look to higher education to support state economic growth.
Expectations of and by faculty: An overview for the 1990s
Authors: Jacobs Frederic
Published: October 2006

The 1990s will bring a major transformation in the role of faculty members, including greater diversity of assignments and greater interaction with off‐campus communities.
Targeting new markets
Authors: Green Craig A.
Published: October 2006

Often necessary to meet enrollment goals in a competitive age, recruiting students from new sources requires a sound knowledge of marketing, solid research, effective organization, and institutional activities that will attract the desired populations.
Concluding observations
Authors: Steeples Douglas W.
Published: October 2006

The essential means of maintaining institutional vitality in our rapidly evolving era is for a college or university to conceive a strategic vision and then to realize that vision through purposefully managed organizational change.
Handling consultant feedback
Authors: Lindquist Jack
Published: October 2006

Good consultant feedback is evidence‐based insight. The administrator needs to prepare for hearing and acting on it.
The roots of federal student aid policy
Authors: Hansen Janet S.
Published: October 2006

Students aid's conceptual and operational roots help explain recent program changes and current policy dilemmas.
The shifting roles of parents and students
Authors: Hansen Janet S.
Published: October 2006

The 1980s saw a renewed emphasis on parental and student responsibility for financing higher education, as federal aid programs and family incomes lagged behind college costs.
Strengthening and refining the federal‐state‐institutional partnership
Authors: Merisotis Jamie P.
Published: October 2006

A strengthened student aid partnership needs to use existing funds more efficiently, regulate how students receive aid more effectively, and delineate the rights and responsibilities of each of the major partners more adequately.
Where do we go from here: Looking beyond student aid and access to persistence
Authors: Porter Oscar F.
Published: October 2006

Financial aid is one of several variables that policymakers must consider in any effort to improve college persistence.
Campus leaders and campus senates
Authors: Lee Barbara A.
Published: October 2006

Case studies of the dynamics of campus governance indicate that the effectiveness of academic senates depends on structure, culture, and administrative posture toward faculty involvement in institutional decision making.
Faculty involvement in institutional budgeting
Authors: Dimond John G.
Published: October 2006

A survey of research universities indicates that faculty do not in general have major roles in resource allocation decisions and suggests the need for reconsidering the concept of “shared authority” to meet the needs of the 1990s.
Higher education as a field of study: Its origins, programs, and purposes, 1893–1960
Authors: Goodchild Lester F.
Published: October 2006

G. Stanley Hall's desire to reform colleges and universities through promotion of the study of higher education was the beginning of efforts to professionalize administrative work and create higher education faculty.

Although the study of higher education has yet to reach maturity, it possesses many of the attributes of a scholarly field. Programs designed to prepare persons for entry into professional work in higher education exist in profusion. There are approximately eight hundred professors who think of themselves as professors of higher education. Departments of higher education and centers or institutes affiliated with universities sponsor research concerning higher education as well as provide degree and public service programs. A growing literature deals with various parts of the higher education domain. And a growing bureaucracy associated with quasieducational organizations concerns itself with generating new and systematic knowledge about higher education.
Course offerings in higher education doctoral programs
Authors: Fife Jonathan D.
Published: October 2006

Eighty‐eight doctoral programs offer 124 different higher education courses. This body of knowledge provides a great potential for improving and professionalizing a career in higher education administration.
Visions and priorities: The future of higher education doctoral programs
Authors: Murrell Patricia H. , Davis Todd M.
Published: October 2006

The administrators of the future will need expanded social perspectives and sensitivities.
Campus energy management programs
Authors: Pierce Morris A.
Published: October 2006

Campus energy programs can reduce costs, improve environmental quality, and provide a valuable educational experience for students.
Campus environmental stewardship
Authors: Eagan David J.
Published: October 2006

A university's involvement in the stewardship of its place on earth may lead to a healthier environment, but, more important, it offers extraordinary opportunities for student learning.

An Indian effigy mound in the shape of a bird, high on a hill overlooking Lake Mendota, is one of several ancient mounds preserved on the University of Wisconsin‐Madison campus. Built an estimated 500 years ago by ancestors of one of today's Wisconsin tribes, it symbolizes the deep and lasting relationship between people and the land. It is a reminder of the timeless need for stewardship of the place that, for now, is home to the university.
The campus and the biosphere initiative at carleton and Saint Olaf Colleges
Authors: Bakko Eugene B. , Woodwell John C.
Published: October 2006

This initiative, designed by students in a two‐college town, encourages purchase of locally produced food as one means of developing a sustainable agricultural economy.
Education for the information age
Authors: Breivik Patricia Senn
Published: October 2006

People whose education consists of lectures and textbooks are not well prepared for problem solving in the complex world in which we live.
Natural partners: Resource‐based and integrative learning
Authors: Porter John R.
Published: October 2006

The effort required to start and keep resource‐based learning projects running is amply rewarded by the skills that students gain and the improved products of their efforts.
Teaching resource‐based learning and diversity
Authors: McHenry Kelley Emmons , Stewart J. T. , Wu Jennifer L.
Published: October 2006

It is no longer sufficient for faculty to teach what they know best.
Information literacy and a college library: A continuing experiment
Authors: Tierney Judith
Published: October 2006

As an ongoing experiment and an evolutionary process, the information literacy program at King's College requires us to change tactics and strategies as we learn from our own experiences and the experiences of others.
Information literacy: Overcoming barriers to implementation
Authors: Farmer D. W.
Published: October 2006

Faculty, librarians, and students have yet to embrace the attitudinal change necessary for making information literacy and resource‐based learning together a priority and a reality in higher education.
Making sense of church‐related higher education
Authors: De Jong Arthur J.
Published: October 2006

Church‐related colleges can establish a new raison d'être by developing a unique identity and mission based on the Christian faith.
What we can learn from coursework patterns about improving the undergraduate curriculum
Authors: Ratcliff James L.
Published: October 2006

A new analytical model links student assessment with curriculum reform.
Faculty goals and methods of instruction: Approaches to classroom assessment
Authors: Guthrie David S.
Published: October 2006

In the study described here, faculty members from three institutions disclosed select dimensions of their courses.
Representing faculty work: The professional portfolio
Authors: Froh Robert C. , Gray Peter J. , Lambert Leo M.
Published: October 2006

The professional portfolio can move faculty work from the private to the public arena, providing a rich representation of faculty work.
University of Wisconsin‐green bay
Authors: Weidner Edward W. , Kuepper William G.
Published: October 2006

Curricula are built around interdisciplinary concentrations in this new university, and although some of the other original aspirations have faded twenty‐five years later, most students continue to major in interdisciplinary programs.
University of West Florida
Authors: Chaet Alfred B.
Published: October 2006

Organized on the cluster college concept, the University of West Florida promises an education comparable to the best of the small private colleges while making available to the student the kinds of resources that only a university can offer.
Metropolitan State University
Authors: Fox Robert C. , Harvey Leah S.
Published: October 2006

Metropolitan State University, founded in the inner city to serve largely mature community college transfer students, gives students responsibility for planning their own curricula, with a competence‐based focus.
Activity‐based costing: A cost management tool
Authors: Turk Frederick J.
Published: October 2006

Overhead costs are often charged to programs indiscriminately while the support activities that underlie those costs remain unanalyzed.
An analysis of Oregon State University's total quality management pilot program
Authors: Coate L. Edwin
Published: October 2006

A Total Quality Management program, simple in concept, can improve staff morale as well as services to the institution's clients.
To double business bound
Authors: Smith Jonathan Z.
Published: October 2006

Students must learn the subject matter and conventions of their majors but must also become part of a larger knowledge community in order to understand disciplinary processes and conventions from a broader perspective. Educators must take responsibility for helping students accomplish both these goals.
Unlocking the doors: From separate to connected knowing
Authors: Maimon Elaine P.
Published: October 2006

Examining the language used to describe the liberal arts major leads to new insights. We may find the keys to reform lurking among the hidden metaphors.
The sciences and liberal arts: Reaching a common language
Authors: Vest Charles M.
Published: October 2006

Liberal education enables us to understand ourselves and enables us to act.
Liberal education: Luxury education?
Authors: Clotfelter Charles T.
Published: October 2006

Public policy can make liberal education consistent with the broader social aims of equality of opportunity.
Part three. How should liberal education be financed. Public purpose and public accountability in liberal education
Authors: McPherson Michael S.
Published: October 2006

The public demands accountability, yet the traditions of academic freedom and liberal education often conflict with these demands.
Student loans, debt burdens, and choice of major
Authors: Topper Michael D.
Published: October 2006

The decline in liberal arts majors is due not to debt financing but to the increased proportion of older, part‐time, and financially independent students.
Higher education and the path to progress
Authors: Atwell Robert H.
Published: October 2006

Moving toward systems in which students pay an increasing share of the costs of higher education will reinforce notions that education is a consumer commodity rather than an investment in our future.
The return on quality investment
Authors: Seymour Daniel
Published: October 2006

Before committing an institution to the principles of TQM, leaders should ask themselves some hard questions—for example, How much is this going to cost? How will I know if the investment is successful?.
Organizational performance measures: The vital signs of TQM investments
Authors: Lembcke Barbara A.
Published: October 2006

A family of organizational performance measures is presented to monitor improvements in organizational performance resulting from institutional investments in TQM.
The costs and consequences of quality at the air force academy: A professor's perspective
Authors: Porter David B.
Published: October 2006

Efforts to integrate total quality concepts at the U.S. Air Force Academy have been under way for approximately three years. Several lessons from its experience seem broadly applicable.
Campus‐based academies, institutes, and seminar or workshop series
Authors: Lewis Phyllis H. , Fino Laura M. , Hungar Julie Y. , Wallace William H. , Welch Richard F.
Published: October 2006

Some institutions sponsor internal programs that demonstrate a commitment to developing new leaders among their own faculty and staff.
Implementing the culture of leadership
Authors: Lewis Phyllis H.
Published: October 2006

Programming for leadership development may depend initially on the creativity of champions, but for the long term, such programming should be positioned in a unit that will nurture it long after its first proponents have left.
It's power, stupid!
Authors: Gray Mary W.
Published: October 2006

Exploitation and harassment of students are not protected by academic freedom, but are best addressed by faculty assurance of ethical professional conduct rather than speech codes.
Fischer v. The medical college of Georgia and the R.J. Reynolds Tobacco Company: A case study of constraints on research
Authors: Fischer Paul M.
Published: October 2006

Corporate power and state action may diminish academic freedom, and, consequently, discourage beneficial research.
“Dirty little cases”: Academic freedom, governance, and professionalism
Authors: Slaughter Sheila
Published: October 2006

Denial of the academic freedom necessary for participation in academic governance generally reflects lack of institutional recognition of faculty professionalism.
Entering the presidency
Authors: McLaughlin Judith Block
Published: October 2006

Like a diver poised at the end of a diving board, the new president can make a graceful dive or do a belly flop during the period of entry into the presidency.
Demystifying the presidency
Authors: Hahn Robert
Published: October 2006

Instead of searching for some mythic Ideal President, we need to reclaim reality and think seriously about the core tasks of leadership.
Attracting new sources of research funding
Authors: Karr Scott , Kelley Robert V.
Published: October 2006

New realities mean universities will need to be more creative, coordinated, and focused in their quest for research dollars.
Gaining support from external constituencies through strengthened public service
Authors: Noftsinger John B.
Published: October 2006

Some universities have involved external constituencies in developing and funding creative public service programs.
A crime prevention wrap‐up: Concluding comments on specific crime issues
Authors: Fossey Richard , Smith Michael Clay
Published: October 2006

Police training, copyright infringement, and employee crime call for special attention.
National and state policies affecting learning expectations
Authors: Jones Elizabeth A.
Published: October 2006

Policies being articulated beyond the campus indicate what society expects undergraduates to learn.
Defining expectations for problem‐solving skills
Authors: Dougherty B. Christopher , Fantaske Patti
Published: October 2006

Complex problem solving often requires undergraduates to identify, select, and implement alternatives.
Enhancing critical thinking skills in the workplace
Authors: Wojcik Thomas T.
Published: October 2006

The following chapter describes how one of the world's largest corporations taught itself to become a learning organization.
How much centralization is enough?
Authors: Ketter Robert I.
Published: October 2006

A system for the statewide coordination of higher education which emphasizes centralized accountability and decentralized management should ensure that the concept of institutional autonomy is preserved.
Numerical models for faculty planning
Authors: Hopkins David S. P. , Bienenstock Arthur
Published: October 2006

Research from Stanford offers hope for maintaining and increasing faculty quality by numerical model studies.
Changing employment patterns and faculty demographics
Authors: Cartter Allan M. , McDowell John M.
Published: October 2006

A thorough analysis of the impact of market conditions and instructional policies on faculty composition in the next few decades.
Higher education and human resources: Communication channels and mechanisms of coordination
Authors: Wood Lynn , Wilson Robert C.
Published: October 2006

Current concern about meaningful employment opportunities for college graduates is focusing attention on communication and coordination between higher education and the world of work.
Productivity from an interorganizational perspective
Authors: Meisinger Richard J. , Purves Ralph A. , Schmidtlein Frank A.
Published: October 2006

A study of state budgeting for higher education reveals some reasons for the gap between theoretical concepts of productivity improvement and state and institutional practices.
Opportunities for improving productivity
Authors: Witmer David R.
Published: October 2006

Institutions which create or discover, and exploit, productivity‐improving opportunities not only survive, but prosper.
Strategies for assessing performance at your own institution
Authors: Tritschler Donald
Published: October 2006

A State University of New York program illustrates how self‐assessment can serve two purposes: accreditation and sound institutional growth.
Strategic master plans
Authors: Caruthers J. Kent
Published: October 2006

Extensive experience with master planning indicates that success does not just happen. It requires several important conditions.
Priority setting and resource allocation
Authors: Tierney Michael L.
Published: October 2006

In the face of conflicting priorities, the incentives built into different kinds of resource allocation processes shape the results produced.
Program review and evaluation
Authors: Seeley John A.
Published: October 2006

Although experience with program review and evaluation systems is extensive, direct impacts on decision making have not met expectations. However, emerging evidence indicates that program reviews have many important but often subtle impacts.
Using computer‐based planning models
Authors: Updegrove Daniel A.
Published: October 2006

Recent experience with a user‐controlled interactive modeling system indicates that some but not all of the long‐standing problems between modelers and decision makers have been solved. Successful modeling, however, requires good design, careful communication, and executive commitment.
Quick, dirty, and useful
Authors: Lindquist Jack
Published: October 2006

This concluding chapter summarizes the volume's main points, suggests additional techniques for quick but useful action research, and offers basic references for the professional development of institutional research use.
Team leadership development
Authors: Pomrenke Velma
Published: October 2006

Both targets of the change effort — people and structures — should be approached in tandem and functionally integrated.
Faculty and administrative development
Authors: Hipps G. Melvin
Published: October 2006

After institutional goals and objectives have been established, it is not very difficult to identify those that impinge upon the knowledge and skills of faculty and administrators.
Case study: The university of Akron experience
Authors: Buchtel Foster S.
Published: October 2006

To have any success at all, a team leadership development program would have to be a part of a total network of change.
Case study: The Furman experience
Authors: Winstead Philip C.
Published: October 2006

Problems will arise in a systematic approach to planned change, but the potential is great and the risks less than the other major options available to college and university administrators at the present time.
Case study: The Wichita state university experience
Authors: Alexander David R.
Published: October 2006

The involvement of large numbers of people in task groups, organized and synthesized by a top‐level leadership team, characterized Wichita State University's approach to leadership and management development.
An outsider's view: Prelude, interlude, or postlude
Authors: Peterson Marvin W.
Published: October 2006

The three institutions in this study are still in the process of testing whether or not these new approaches to planned change will lead to new programs and educational strategies for implementing their new missions and for dealing with their current and future student clientele.
Contributions of mathematics to qualitative research methods
Authors: Johnson F. Craig , Lacher R. C.
Published: October 2006

Mathematicians are finding a new vocabulary useful in bridging the gap between institutional data, which are difficult to measure, and social interactions, which are difficult to compute.
Qualitative research methods and educational practice
Authors: Gaff Jerry
Published: October 2006

Faculty members need the perspectives and knowledge that derive from educational research, and researchers need the connections with faculty members if their findings are to affect practice.
Measuring indicators of quality
Authors: Bonham George W.
Published: October 2006

Determining what is valid and what is questionable when assessing quality is the $64,000 question.
Summary notes
Authors: Martorana S. V. , Kuhns Eileen
Published: October 2006

A summary of the contributions of various disciplines to qualitative methodology and the application of qualitative methods to institutional research.
Institutional applications of new information technology
Authors: Mann Richard L.
Published: October 2006

A second wave of computerization, major advances in communications technology, and a revolution in office technology are all impacting colleges and universities. The technologies will bring beneficial change, but institutions need to know how to introduce them.
Information technology and instruction
Authors: Knapper Christopher K.
Published: October 2006

Information technology has considerable potential for affecting instructional methods in higher education, but its successful application depends on an understanding of underlying learning principles.
Information technology impacts on planning issues and processes
Authors: Adams Carl R.
Published: October 2006

How should an institution proceed in order to cope with the explosive growth in information technology? By clarifying planning issues and paying attention to the planning process.
Planning for information technology
Authors: Sheehan Bernard S.
Published: October 2006

Planning for information technology must be based on an appreciation of the underlying technology that allows one to evaluate current and anticipated applications of telematics to higher education, including applications affecting the planning process itself. Effective planning depends on the planner's ability to draw on related fields, such as futures studies and social psychology, for insight.
Defining dropout: A matter of perspective
Authors: Tinto Vincent
Published: October 2006

There is a great variety of behaviors designated by the label “dropout,” but not all these leaving behaviors should be defined this way, nor do they all deserve institutional action.