bluuebunny/crossref_metadata_2025 huggingface dataset:
Synthesis of a 2D Lander
Authors: Basu Chaitali , Barthes Cecile , Sadhukhan Subir K. , Girdhar Navdeep K. , Gourdon André
Published: October 2006

A method for the preparation of an asymmetric superbenzene is presented. The synthesis proceeds through the 12‐fold cyclodehydrogenation of a polyaromatic precursor obtained by successive Diels–Alder additions of cyclopentadienones and alkynes. (© Wiley‐VCH Verlag GmbH & Co. KGaA, 69451 Weinheim, Germany, 2007)
Career counseling
Authors: Farmer Helen S.
Published: October 2006

Counselors increase the career potential of women by changing attitudes, providing information, and teaching work‐related skills.
Directions for the future
Authors: Rose Clare
Published: October 2006

A summary of what higher education can do to meet women's needs.
Faculty development practices
Authors: Centra John A.
Published: October 2006

Facultj development programs vary considprnbiy, as the results of a recent sunley of 756 colleges and universities indicate.
Strengthening institutional leadership
Authors: Munitz Barry
Published: October 2006

Systematic assessment of chief executives provides presidents with in‐service development, enhances higher education's public accountability, and educates the members of goveming boards.
Moral and ethical obligations of colleges and universities to minority students
Authors: Zuber Paul B.
Published: October 2006

Racial desegregation still exists on college and university campuses. Administrators and faculty members must promote desegregation efforts.
Developing leadership: A paradox in academe
Authors: Green Madeleine F.
Published: October 2006

Higher education5 reluctunce to raognize the need to prepare its academic administrators in any vstmntic way reficts the values ofthe acaderny, but not necessarily its needs.
Using ratio analysis to evaluate financial performance
Authors: Minter John , Hughes K. Scott , Robinson Daniel D. , Turk Frederick J. , Buchanan A. Dean , Prager Frederic J.
Published: October 2006

This chapter explains ways in which ratio analysis can be of assistance in long‐range planning, budgeting, and asset management to strengthen financial performance and help avoid financial difficulties.
Careers in college and university administration: How are women affected?
Authors: Moore Kathryn M.
Published: October 2006

The organization of institutions of higher education has created a career structure that clusters women in pockets or tracks at the bottom of many career ladders.
Career mapping and the professional development process
Authors: Tinsley Adrian
Published: October 2006

Career mapping can heighten one's sense of readiness for increased responsibility and suggest new possibilities for a professional career.
Preparing the individual for institutional leadership: The summer institute
Authors: Secor Cynthia
Published: October 2006

Women who wish to advance in higher education need expertise both in managing its administrative and governance structures and in managing their own careers.
The administrative skills program: What have we learned?
Authors: Speizer Jeanne J.
Published: October 2006

Longitudinal evaluation of a series of five weekend seminars shows the impact of such a program on careers.
Toward a new era of leadership: The national identification program
Authors: Shavlik Donna , Touchton Judy
Published: October 2006

In the past eight years, the number of women college and university presidents in the United States has risen from 154 to 253, a gain of 99 and an increase of 65 percent. The American Council on Education's National Identification Program has played a significant role in this achievement.
An agenda for senior women administrators
Authors: Kaplan Sheila , Helly Dorothy O.
Published: October 2006

Senior women administrators can use their influence over resources to realize existing institutional priorities, but they can also use it to undertake new priorities.
Foundation support for administrative advancement: A mixed record
Authors: Bernstein Alison R.
Published: October 2006

The most promising strategies for the advancement of women in administrative careers focus on efforts to improve mobility in higher education generally.
Getting the best: Conclusions, recommendations, and selected resources
Authors: Kaplan Sheila , Secor Cynthia , Tinsley Adrian
Published: October 2006

The insights and innovations of the 1970s must be institutionalized and emerging issues must be addressed.
Graduate education: Past performance and future direction
Authors: Pelczar Michael J. , Frances Carol
Published: October 2006

Graduate education faces the task of adapting to changes in the greater society, so that its traditional influence may not only be maintained but broadened.
Diversity in the humanities: Blending the old and the new
Authors: Fulton Richard D.
Published: October 2006

The humanities have informally initiated a four‐part strategy to deal with the shortage of jobs for individuals with graduate credentials.
Graduate education in engineering
Authors: Dieter George E.
Published: October 2006

Engineering education is going through a difficult period because of burgeoning undergraduate enrollments, falloff in nonforeign graduate students, and rapidly changing technology.
A university‐industry association model for curriculum enhancement
Authors: Passer Moses
Published: October 2006

Where there are faculty shortages, audio‐teleconferencing can be used effectively to bring needed knowledge to college and university classes.
Graduate education and continuing education
Authors: Young Kenneth E.
Published: October 2006

The functions of graduate and continuing education increasingly overlap.
University and industry as partners
Authors: Seferis James C. , Williams Luther S.
Published: October 2006

Universities are challenged to maintain the essential fabric of graduate education while taking advantage of the opportunities occasioned by university‐industry arrangements.
The federal role in graduate program innovation
Authors: Linney Thomas J.
Published: October 2006

Although much federal support for higher education exists, its relationship to developing innovative programs is quantitatively and qualitatively different among various fields and disciplines.
Performance funding: Tennessee's experiment
Authors: Banta Trudy W. , Fisher Homer S.
Published: October 2006

Assessment and improvement of program and institutional quality should be rewarded with new funds in a highly visible manner.
Linking program reviews to the budget
Authors: Smartt Steven
Published: October 2006

Program reviews focused on program quality have led to categorical or focused funding that can enhance those programs.
The politics of quality in higher education
Authors: Eyler Janet
Published: October 2006

Quality initiatives that serve important state goals garner needed long‐term support.
Leadership and the research university
Authors: Lipschutz Susan S.
Published: October 2006

A focus on enhancing the quality of programs enabled the University of Michigan to take the initiative in dealing with financial adversity.
Seeking outside help to facilitate renewal efforts
Authors: Hahn Robert
Published: October 2006

To use a consultant well, an institution needs to ask questions both itself and about the consultant.
Institutional resistance to renewal
Authors: Fuller Jon W.
Published: October 2006

The obstacles to renewal range from personal preocupation and misleading concepts of organization to a pervasive skepticism.
Business in the college business office
Authors: Birch Anthony D.
Published: October 2006

Does the bank clerk of the 1840s still exist in the business offices of colleges and universities? What are the products of good college business offices in the 1980s?
Making tax‐exempt capital financing work
Authors: Kavanagh Richard E.
Published: October 2006

Can college capital expenditures pay for themselves through tax‐exempt financing? How can smaller colleges with good but not outstanding balance sheets be rated AAA?
Faculty vitality: Observations from the field
Authors: Schuster Jack H.
Published: October 2006

Professors themselves assess the conditions conducive to a vital faculty.
Developmental needs as intrinsic incentives
Authors: Lawrence Janet H.
Published: October 2006

Intrapersonal needs that drive the development process can affect the person‐environment fit, thus leading to changes in vitality.
Faculty incentives at the college of charleston: A case study
Authors: Hamill Paul J.
Published: October 2006

A broad definition of the kinds of excellence to be supported created a “critical mass” of faculty committed to continuing professional development.
Enhancing faculty vitality through collaboration among colleagues
Authors: Wylie Neil R. , Fuller Jon W.
Published: October 2006

By working together, small institutions can provide major opportunities for the faculty's professional development.
Optimizing student‐institution fit
Authors: Williams Terry E.
Published: October 2006

Students will enroll and remain enrolled in colleges that offer opportunities and support that match their needs.
The legacy of Rip van Winkle
Authors: Jellema William W.
Published: October 2006

To overcome adversity in today's newly competitive world, colleges will need clear purpose; courageous leadership, with the abilities to plan, innovate, take risks, and inspire; and a measure of good fortune.
Eckerd college
Authors: Armacost Peter H.
Published: October 2006

A comprehensive approach to the financial problems of Eckerd College involved strategies for generating substantial revenues from new sources, reducing expenditures, and designing programs to build enrollment.
Birmingham‐Southern College
Authors: Berte Neal R. , Shackleford Karla
Published: October 2006

By reaffirming and finding new applications for its original mission us a quality liberal arts institution, Birmingham‐Southern College has flourished men under adverse conditions.
Bloomfield College
Authors: Allshouse Merle F.
Published: October 2006

Bloomfield College used a declaration of financial exigency, a Chapter XI bankruptcy reorganization, and courageous leadership to solve its problems.
Queens College
Authors: Wireman Billy O. , Lee Alan W.
Published: October 2006

The reconceptualization of mission can revitalize a single‐sex college by adding to historic strengths programs meeting needs of new adult clienteles in a dynamic urban center.
Salve Regina—The Newport College
Authors: McKillop Lucille
Published: October 2006

In solving its enrollment and fiscal problems, Salve Regina College brought a cohesive, enterprising community spirit to a recovery and elaboration of its original liberal arts mission.
Stewardship of resources for private higher education
Authors: Moore Douglas R.
Published: October 2006

The stewardship of financial resources is the key issue facing private universities, but an understanding of human resources, including university personnel, trustees, and alumni, is critical.
The professional school concept: Breaking new ground
Authors: Anderson Heny R.
Published: October 2006

Creating a new professional school is not a threat to the campus. It is a source of additional prestige and resources for all academic disciplines involved in the general education of the student.
Nonclassroom learning: A review of the literature
Authors: Carr Jo Ann
Published: October 2006

The higher education literature discusses the ability of nonclassroom learning to respond to the needs of individual learners. It also discusses the special considerations of nonclassroom learning for implementation, funding, and evaluation.
Legal issues: Identification and management
Authors: Figuli David J. , Guthrie R. Claire , Abrams Andrew L.
Published: October 2006

Changing the programmatic structure of a higher education institution requires a keen sensitivity to the legal rights of students and faculty and the attendant rkks.
Assessment: Providing quality assurance for students, programs, and career guidance
Authors: Harris John
Published: October 2006

Assessment is crucial to the assurance of quality in the award of academic credentials and for feedback to improve curricula and instruction.
Professors and professional programs: Fostering mutually beneficial development
Authors: Baldwin Roger G.
Published: October 2006

Before committing itself to new career programs, a higher education institution should answer some basic questions about the program's implications for faculty development.
Tax reform and higher education
Authors: Franck Gail , Anderson Richard E. , Bernard Clark
Published: October 2006

Tax reform will affect colleges and universities in many ways, including fund‐raising methods, operating costs, and means of tuition payment.
Capital needs in higher education
Authors: Kaiser Harvey H.
Published: October 2006

The rapid deterioration of plant and equipment in higher education institutions necessitates quick action by colleges to assess cafiital needs.
Tax reform and the bond market
Authors: Clapp David C.
Published: October 2006

The tax‐exempt bond market continues to be unsettled, but many issues have been resolved by the Tax Reform Act of 1986.
Assessing general education: Trenton state college
Authors: Curry Wade , Hager Elizabeth
Published: October 2006

To assess outcomes, we must overcome enormous problems of procedure and analysis, but we cannot refuse to look at what the instruments enable us to see.
Educational excellence as a prescription for retention
Authors: Stodt Martha Mcginty
Published: October 2006

Practices and programs that ensure high‐quality education also encourage persistence in college.
The benefits of consortium participation
Authors: Klepper William M. , Stodt Martha Mcginty
Published: October 2006

The benefits of a consortium are potentially enormous, but care must be taken in its design, budgeting, and implementation.
Tax changes, retirement, and pensions
Authors: Sumberg Alfred D.
Published: October 2006

The 1986 amendments to the ADEA and tax reforms from that year will require changes in retirement policies in higher education.
An economywide view of changing mandatory retirement rules
Authors: Burkhauser Richard V. , Quinn Joseph F.
Published: October 2006

Because of the strong disincentives to work that are embedded in social security and many employee pensions, most workers will continue to retire in their early sixties despite the uncapping of the mandatory retirement age.
Eliminating mandatory retirement: Effects on retirement age
Authors: Holden Karen C. , Lee Hansen W.
Published: October 2006

Uncapping the mandatory retirement age is unlikely to alter retirement age by much, but it will lead to substantially higher pensions for faculty members who continue to work.
Tenure after the ADEA amendments: A different view
Authors: Finkin Matthew W.
Published: October 2006

To advocate the replacement of traditional tenure arrangements by fixed‐term contracts is a misreading of the ADEA amendments. More important, it may threaten academic freedom.
Surviving institutional change: Reflections on curriculum reform in universities
Authors: Louis Karen Seashore
Published: October 2006

Educational changes require attention to system and organizational characteristics, as well as the development of networks of interpersonal influences.
Research and assessment: Tools for change
Authors: Willingham Warren W.
Published: October 2006

Research serves multiple purposes in institutional renewal. Successful tactics for change require clear definition of research objectives and campuswide support.
Seeking coherence in the curriculum
Authors: Stark Joan S.
Published: October 2006

Universities that devise models to involve faculty in curricular change, building on commonalities among academic fields, can progress toward curricular coherence.
Assessment and academic judgments in higher education
Authors: Dennison George M. , Bunda Mary Anne
Published: October 2006

Assessment focuses attention on the identification of incongruities or dysfunctionalities in academic programming. Analyses of the data must involve specific user groups with interests in the programs.
Boundaries in the new higher education environment
Authors: Seymour Daniel T.
Published: October 2006

Administrators need to develop strategies that cross organizational boundaries in order to coalign their institutions' strengths with opportunities in the environment.
Managing the new frontier between colleges and companies
Authors: Teitel Lee
Published: October 2006

Institutions of higher education are being profoundly influenced by collaborations with business and industry, but rarely oversee these relationships using a strategic boundary management approach.
Colleges and state government: Problems or opportunities?
Authors: Barak Robert J.
Published: October 2006

The development of state higher education boards provides an example of how higher education institutions, as open systems, have had to select various strategies as a fundamental means of competing for scarce resources and survival.
The economic outlook and what it means for colleges and universities
Authors: Anderson Richard E. , Massy William F.
Published: October 2006

College and university administrators should prepare for a decade or more of limited resources and a potentially convulsive economy.
The 1990s: The decade of trustees
Authors: Chait Richard P.
Published: October 2006

The turbulent environment projected for many colleges and universities in the 1990s will require well‐oriented, educated, and active governing boards.
Faculty issues in the 1990s: New realities, new opportunities
Authors: Schuster Jack H.
Published: October 2006

A rapidly changing academic marketplace will transform the faculty and shape critical aspects of the faculty's role during the 1990s.
Strategic planning: The unrealized potential of the 1980s and the promise of the 1990s
Authors: Jones Larry W.
Published: October 2006

Lessons learned about strategic planning in the 1980s will make it possible to realize the potential of such planning in the 1990s.
Moving in and moving up: Women in higher education in the 1990s
Authors: Wilson Jean
Published: October 2006

Conditions in higher education during the 1990s will lead to an increase in the number of women entering the ranks of higher education and, to a lesser extent, in the number of women in administration.
Revising the institutional mission
Authors: Dominick Charles A.
Published: October 2006

Revision of a college's or university's mission statement through use of a broadly participatory process can provide a new and sharpened sense of direction and priorities and thus act as a powerful mechanism for institutional change.
Developing new contributor constituencies
Authors: Hofmann Helmut
Published: October 2006

Changing priorities in corporate and foundation giving—and, in some cases, in individual philanthropy—pose new challenges and create new opportunities for college and university leaders seeking new sources of external funding.
The rules of the game: The unwritten code of career mobility
Authors: Ross Marlene , Green Madeleine F.
Published: October 2006

Understanding the conventions and culture of the academic marketplace can help candidates navigate the system and overcome barriers presented by the unwritten code of career mobility.
Finding the right consultant
Authors: Dehne George
Published: October 2006

There are steps the client can take to reduce the risk of choosing the wrong consultant.
Missions of higher education doctoral programs: Corollaries, constraints, and cultures
Authors: Davis Todd M. , Faith Ellen S. , Murrell Patricia H.
Published: October 2006

The missions of higher education doctoral programs are greatly affected by their reputation, governance, and organizational structure.
Student environmental organizations
Authors: Keniry Julian , Trelstad Brian
Published: October 2006

On campuses around the country, student groups are discovering the benefits of working on projects in cooperation with campus officials.
Campus recycling: Everyone plays a part
Authors: Ching Raymond , Gogan Robert
Published: October 2006

The broad appeal of recycling makes it the most widespread and popular campus environmental activity, but it is not without its own challenges and environmental consequences.
Mapping the Terrain of church‐related colleges and universities
Authors: Guthrie David S.
Published: October 2006

Basic demographic information highlights both the scope and diversity of denominational higher education.
Church‐related colleges and academics
Authors: Shipps Kenneth W.
Published: October 2006

Although problematic pressures and movements face academics who desire to integrate Christian faith and higher learning, professionals at church‐related colleges can pursue distinctive educational approaches to faith and learning in faculty development, curriculum design, teaching content, and other academic tasks.
The challenge of leadership in the church‐related college
Authors: Kingsley James Gordon
Published: October 2006

Leadership is hard work; leadership of a college is harder; leadership of a church‐related college in today's environment may be hardest. A discussion of requisite qualities for leadership leads to a recognition of the good that can be created by effective leaders in church‐related schools.
Is a core curriculum best for everybody?
Authors: Jones Elizabeth A.
Published: October 2006

The Coursework Cluster Analysis Model provides insights regarding the most appropriate general education curriculum for students with different levels of abilities.
Instituting change in the faculty reward system
Authors: Diamond Robert M.
Published: October 2006

The task of providing the proper climate and conditions for successful change is the central challenge confronting academic administrators. A clear mission statement centers the campus dialogue on the particular goals and objectives of the institution.
Institutional approaches to the issues of reward and scholarship
Authors: Roberts Alton O. , Wergin Jon F. , Adam Bronwyn E.
Published: October 2006

Changes in faculty roles and rewards are under way across the nation. How institutions approach change depends on their missions and campus cultures.
Revitalizing faculty work through intrinsic rewards
Authors: Froh Robert C. , Menges Robert J. , Walker Charles J.
Published: October 2006

Conversations with faculty suggest ways in which a campus climate can be established to increase the intrinsic rewards of teaching.
University of Texas of the Permian Basin
Authors: Cardozier V. Ray
Published: October 2006

With a commuter student body averaging thirty years of age and a faculty trained at leading graduate schools, a new upper‐level institution created a culture of commitment to teaching and student learning.
Strategic budgeting
Authors: Jones Dennis P.
Published: October 2006

Institutional assets are protected best when the central administration provides clear direction.
Strategic restructuring: A case study
Authors: Hyatt James A.
Published: October 2006

Restructuring can entail alternative approaches to revenue generation as well as reallocation of internal resources.
Multidimensional analyses and cost‐revenue relationships
Authors: Vandament William E.
Published: October 2006

Financial management in higher education has been improved markedly over the past twenty‐five years by analyses focused on revenue production and several dimensions of costs.
Enculturation or critical engagement?
Authors: Schneider Carol Geary
Published: October 2006

Liberal education is commonly valued for fostering general intellectual development while challenging parochialism, yet recent studies show that students must internalize the mental worlds of particular communities to engage in persuasive analysis and argument. In what sense, then, can a major provide liberal learning?
The disciplines of liberal learning
Authors: Green William Scott
Published: October 2006

To place the major in the center of liberal education calls for faculty to reshape academic departments as teaching and learning collectives that adapt the practices of disciplinary professionalism for education purposes.
What is a liberal education?
Authors: Mark Hans
Published: October 2006

Liberal education can instill a common understanding among students through a core curriculum that combats the pressures toward specialization.
What is liberal education in a technological era?
Authors: Billington David P.
Published: October 2006

The history of technology demonstrates how liberal education is connected to science, politics, and art.
The need for liberal education
Authors: Davies Gordon K.
Published: October 2006

If liberal education teaches students how to think, then it is for everyone.
How the earthlings pay for college—A view from mars
Authors: Silber John
Published: October 2006

We can do better in the way we finance college education.
Is total quality worth the effort? How do we know?
Authors: Tuttle Thomas C.
Published: October 2006

Demonstrating the payoff of total quality in institutions of higher education may require the development of improved output and outcome indicators.
A cost‐of‐quality model at El Camino college
Authors: Miller Timothy D.
Published: October 2006

The steps taken at El Camino College to measure formally the costs associated with process improvement activities are presented. A case study illustrates the institution's first cost‐of‐quality model.
A CFO's perspective on the quality revolution
Authors: Norton Alan J.
Published: October 2006

There is no such thing as a free lunch. University administrators should decide whether the benefit expected from TQM justifies the cost before they join the revolution.
Institution‐sponsored internships
Authors: Ard Anne K.
Published: October 2006

Internships provide new, challenging temporary positions from which employees can gain new insights, skills, and perspectives related to their jobs and to leadership.
Developing institutional teams
Authors: Gallagher James P.
Published: October 2006

Increasingly, presidents must develop both as leaders and as part of leadership teams; such development requires conscientious planning and follow‐up.
Programs sponsored by multicampus systems, consortia, networks, and associations
Authors: McDade Sharon A. , Andersen Kenneth E. , White Frances L. , Santos Maria
Published: October 2006

Many faculty, administrators, and staff profit from leadership development opportunities afforded through institutional membership in multicampus programming that pools resources and opportunities for maximum individual and institutional benefit.
Evaluating leadership development programs
Authors: McDade Sharon A.
Published: October 2006

Program evaluation is universal, but more persuasive measures of leadership development are needed to justify these programs in tough economic times.
Annotated bibliography on leadership development programming in higher education
Authors: Lewis Henry A.
Published: October 2006

Resources for program development are listed.
Raising expectations for critical reading
Authors: Carter‐Wells Joann
Published: October 2006

National educational outcomes research on reading competence has implications for policy, curriculum design, and teaching and learning assessment.
Statewide coordination: A personal comment
Authors: Odegaard Charles E.
Published: October 2006

The major question now is not whether higher educational institutions should be coordinated by a central state agency, but how. Criteria for evaluation of coordinating agencies should include the sensitivity of their procedures for consulting the coordinated institutions, and the extent to which they encourage voluntary interinstitutional cooperation.
Learning by observing the performance of schools
Authors: Hanushek Eric
Published: October 2006

Empirical analyses of productivity have placed much more importance on the availability of data than on the suitability of data.
Escape routes: Do they exist?
Authors: Harcleroad Fred F.
Published: October 2006

Institutions facing faculty reduction may look for “escape routes,” such as early retirement or faculty re‐deployment. Although all institutions should investigate these programs, only a few campuses are likely to lessen reduction pressures through these methods.
Academic improvement through action research
Authors: Buhl Lance C. , Lindquist Jack
Published: October 2006

Action research offers an important framework and guide for getting institutional research used, yet it runs against the grain of the number‐crunching and written reports tradition of institutional research.
Outcome evaluation for revitalizing general education
Authors: Forrest Aubrey
Published: October 2006

Useful data on the outcomes of general education are hard to come by, but when they can be generated in ways that are credible to decision‐makers and comparable with results at other institutions, the impact can be considerable.
Qualitative methods and approaches: What are they?
Authors: Patton Michael Quinn
Published: October 2006

The evidence is that we are running most of the time on preprogrammed tapes. That has always been the function of scientific paradigms.
Designing attrition studies
Authors: Terenzini Patrick T.
Published: October 2006

How does one collect good data? How does one analyze it?
Assessing the external environment
Authors: Glover Robert H. , Holmes Jeffrey
Published: October 2006

How does an institutional researcher assess the external environment? One way is to take advantage of studies done by other agencies. This chapter indicates available sources, gives an assessment classification procedure, and provides sample excerpts of the results of such an assessment.
Research support for marketing
Authors: Lucas John A.
Published: October 2006

The office of institutional research can play a key role in creating an institutional marketing plan. Designing survey instruments and evaluations to support new program development, employer‐based education, and recruiting concepts are areas where institutional research can make important contributions.
The politics of information
Authors: Fincher Cameron L.
Published: October 2006

The politics of information on most college and university campuses may be readily seen in national, regional, and statewide concern with planning, management, and evaluation.
Politics within the institution
Authors: Saunders Laura E.
Published: October 2006

This chapter suggests ways that institutional researchers can analyze the political nature of their institutions and better understand the role institutional research plays in that environment.
The politics of dealing with state agencies — an institutional view
Authors: Bogue E. Grady
Published: October 2006

How can institutional administrators more favorably influence the policy actions of state agencies?
Faculty as human resources: Reality and potential
Authors: Blackburn Robert T , Baldwin Roger G.
Published: October 2006

In a labor‐intensive enterprise like higher education, human resources are the most valuable commodity.
The condition of the professoriate: The variables and the data bases
Authors: Baldwin Roger G. , Blackburn Robert T.
Published: October 2006

Attention to the condition of the professoriate can help higher education institutions to employ their human resources more effectively.
Institutional practices and faculty who leave
Authors: Patton Carl V.
Published: October 2006

Colleges and universities faced with budgetary problems or personnel supluses may be able to use career change or early retirement incentives to encourage faculty members to leave the institution.
Faculty development: The institutional side
Authors: Toombs William
Published: October 2006

Careful analysis demonstrates the overall failure of faculty development programs to become a permanent fixture in the organizational structure of colleges and universities.
Concluding comments
Authors: Blackburn Robert T. , Baldwin Roger G.
Published: October 2006

This chapter pursues some implications of the issues discussed by the authors of the preceding chapters. Attention is focused on Chapter Seven, since Toombs argues that the movement has not realized its potential.
Enhancing campus quality through self‐study
Authors: Chambers Robert H.
Published: October 2006

Quality is the coin of the realm in higher education, but few colleges or universities plan for it by making use of what could be a uniquely suited instrument for improving quality—the institutional self‐study.
Higher education and industry: Planning and assessing the new alliance
Authors: Powell Susan
Published: October 2006

Planning for the implementation and evaluation of industryeducation cooperative activities is imperative if institutions are to avoid the pitfalls certain to be confronted if assumptions are left unstated and crucial issues are not addressed.
Using enrollment demand models in institutional pricing decisions
Authors: Weiler William C.
Published: October 2006

A number of issues must be considered when specifying and interpreting the empirical results of an enrollment demand model and when using these results in pricing decisions.
Pricing in higher education: A marketing perspective
Authors: Murphy Patrick E.
Published: October 2006

Consumers of educational services incur more than financial costs. Effective pricing strategies must also deal with the costs of time, effort, risk, and social and psychological perceptions.
Budgeting strategies under conditions of decline
Authors: Mortimer Kenneth P. , Taylor Barbara E.
Published: October 2006

An analysis of resource reduction and reallocation strategies forms the basis for ten observations about the content and impact of budget cuts and the effectiveness of different strategies.
Using microcomputers for institutional research
Authors: Suttle J. Lloyd
Published: October 2006

Institutional researchers will find a wealth of useful applications for microcomputers and telecommunications, but they must be prepared for the changes that these new technologies will bring.
Microware: Hard, soft, and firm
Authors: Hutten Leah R.
Published: October 2006

With technological standards now evolving, microcomputers are less mysterious and can be effectively evaluated to meet our needs.
The case for decision support management
Authors: Jedamus Paul
Published: October 2006

Decision support systems hold great promise, but the key to their success will be effective decision support management. Institutional researchers are well suited to undertake this function.
Forces affecting the future of postsecondary education
Authors: Heydinger Richard B.
Published: October 2006

Institutional researchers will need increasingly to analyze ill‐defined issues that are developing outside the academy. This analysis will require the development of methodologies that anticipate change and an interdisciplinary set of skills that can embrace uncertainty.
Changing governance and management strategies
Authors: Schmidtlein Frank
Published: October 2006

External trends, new technology, and emerging organizational theories are changing institutional governance and management. These changes in governance and management will affect the character of institutional research.
Designing follow‐up studies of graduates and former students
Authors: Stevenson Mike , Walleri R. Dan , Japely Saundra M.
Published: October 2006

Follow‐up studies of former students provide information on the bottom line for institutions of higher education. Careful planning, early involvement of users of the information, and multiple data presentation strategies are some keys to success for such studies.
Increasing the use of student outcomes information
Authors: Kinnick Mary K.
Published: October 2006

The results of student outcomes studies are of little value if they are not used in institutional planning and decision making. Use of results can be made more effective if researchers understand the obstacles to information use on most college campuses and tailor their presentations to overcome them.
Some implications for practice
Authors: Ewell Peter T.
Published: October 2006

Successful outcomes assessment programs have many common characteristics. Institutional researchers should seek to recognize these signs of success and use them as guides for developing their own campus programs.
Preparation, prevention, and response: Data elements and data bases for support
Authors: Allard Celia , Langston Ira W. , Schmidtlein Frank A.
Published: October 2006

Campuses should act on salary equity issues before litigation arises. Campuses must resolve data base problems, unfocused studies, problems in data interpretations, and constraints on implementing findings if they are to take timely actions.
Statistical issues and concerns in court cases
Authors: Hengstler Dennis D. , McLaughlin Gerald W.
Published: October 2006

The number of regression studies being employed in sex discrimination cases is increasing. The need for caution in the use of multiple regression must be emphasized, however, due to the many assumptions, limitations, and idiosyncrasies associated with this approach.
Institutional research as decision support
Authors: Rohrbaugh John
Published: October 2006

The advent of Decision Support Systm redefines the primary professional role for institutional researchers.
Markov models and reductions in work force
Authors: Feldt James A.
Published: October 2006

A Markov‐based decision support application can assist academic administrators in forecasting work‐force need and planning required reductiorts in force.
Strategic decision making and group decision support systems
Authors: McGrath Michael Robert
Published: October 2006

Decision conferencing extends the usefulness of DSS to the most difficult problems faced by executive teams.
System dynamics models and institutional pricing decisions
Authors: Chen Fiona
Published: October 2006

Simulation can be used effectively to anticipate the long‐tenn consequences of institutional policies, thus avoiding costly trialand‐error practices.
The impact of faculty research on state and federal policy
Authors: Muffo John A.
Published: October 2006

Policy makers have need for more and better information growing out of faculty research, but the mans by which the results are communicated are critically important.
Microeconomic perspectives applied to development planning and management
Authors: Jeffry Paton G.
Published: October 2006

Straightforward application of simple economic concepts affords fundamental insights into the nature of relationships between development expenditures and gift revenues.
Information system requirements for strategic choices
Authors: Cope Robert G.
Published: October 2006

College and university information is poorly developed for the purpose of making strategic choices and management guidance. A strategic triangle, with critical success factors at each vertex, can help model appropriate information.
Sources of comparative data
Authors: Christal Melodie E. , Wittstruck John R.
Published: October 2006

A multitude of data sources exist that can be used for institutional comparisons.
Effective interinstitutional comparisons
Authors: Brinkman Paul T.
Published: October 2006

Getting the most from interinstitutional comparisons requires some effort. Careful planning will increase the chances of success. Long‐run effects may have the greatest impact.
Viewing the world without IVY‐covered glasses
Authors: Litten Larry H.
Published: October 2006

A widely acknowledged leader in this developing field reviews both the expectations and limitations of market research and concludes that only clarity of purpose will help realize the potential of the profession.
Balancing price and value
Authors: Brodigan David L.
Published: October 2006

Understanding prospective students' perceptions of college prices and educational quality can ease some of the strain associated with setting institutional price. This chapter describes how to gather and interpret perceptual data.
Selected references on market research in higher education
Authors: Endo Jean J. , Lay Robert S.
Published: October 2006

The literature on marketing research in higher education is very extensive. This chapter highlights some sources that will be especially useful to newcomers in this field.
Tools and models for computing and communications services
Authors: Michael Staman E.
Published: October 2006

Wise selection from among alternative tools and models for delivering computing services will maximize the return on the investment that colleges and universities have made in technology.
Policies and practices for ensuring data integrity
Authors: Michael Staman E.
Published: October 2006

Computing and information processing have evolved to a point where colleges and universities have both a need and a well‐timed opportunity to develop guidelines and policy statements for the management and control of data.
A perspective on evaluating administrative units in higher education
Authors: Wilson Richard F.
Published: October 2006

The challenge in evaluating administrative units is to differentiate the designs on the basis of the characteristics of the units and the information being sought.
Evaluating institutional planning
Authors: Shirley Robert C.
Published: October 2006

The planning effort must be assessed periodically to determine if the process and data employed are leading to effective decisions.
Beyond ws and ls: Evaluating intercollegiate athletics programs
Authors: Davis Barbara Gross
Published: October 2006

Although intercollegiate athletics are harder to evaluate than other campus services and programs, administrators have an obligation to examine the functioning of their athletic programs and the relationship of sports to their institutions' educational missions.
Evaluating campus computing services: Taming the technology
Authors: Gillespie Robert G.
Published: October 2006

The evaluation of campus computer services has been limited by the ability of higher education administrators to relate their experience in evaluating other, more traditional, services to the explosive growth and technical complexity of computing services.
A process‐oriented view of student motivation and cognition
Authors: Pintrich Paul R.
Published: October 2006

Assessment programs designed to improve instruction should be based on strong theoretical models of student learning, motivation, and instruction.
Comparing groups using continuous data
Authors: Yost Michael
Published: October 2006

It is never safe to use a t or an ANOVA test without first doing some checking. All the methodological and numeric assumptions that underlie the statistic must be met.
Applying regression analysis to problems in institutional research
Authors: Bohannon Tom R.
Published: October 2006

Regression analysis is one of the most frequently used statistical techniques by institutional researchers. To avoid the misuse of this family of techniques, certain guidelines should be followed.
Using change strategies to implement assessment programs
Authors: Miller Richard I.
Published: October 2006

With unprecedented national emphasis on quality and evaluation, processes and strategies for implementing and diffusing innovations and changes will receive renewed attention.
Surveying your alumni
Authors: Fisher Margaret Brooks
Published: October 2006

Launching an alumni survey requires consultation with many campus constituencies, thoughtful decisions about intent and content, careful planning of all operational procedures, and proper promotion.
Alumni data analysis
Authors: Szady Sheryl M.
Published: October 2006

Careful data preparation, selection of appropriate analytical techniques, and dissemination of findings are the bases of successful alumni data‐analysis efforts.
The future agenda for alumni research
Authors: Dunn John A.
Published: October 2006

Alumni are the institution's extended family. What do you have to know and do to keep the relationships warm, knowledgeable, and mutually supportive?
Selected references for alumni research
Authors: Melchiori Gerlinda S.
Published: October 2006

Alumni research does not yet have its own body of literature and resources. Therefore, further readings were selected from various related areas, such as fundraising, marketing, survey research, and other resource books.
Editor's notes
Authors: Schiltz Michael E.
Published: October 2006

In the evolution of every profession, there comes a time when its practitioners begin to examine formally those characteristics that underlie the craft's claim to professional status. Institutional researchers have been meeting now in formal gatherings for over a quarter century, and it is not surprising that attention is more frequently being paid to such characteristics. We are entering a period in which institutional research is becoming conscious of its professionalism as a formal subject of inquiry.
Three fictional case studies for discussion
Authors: Schiltz Michael E.
Published: October 2006

Three separate contexts for exploring the implications of the draft code and of the strategies for ethical decision making are considered.
The numbers game: The statistical heritage in intercollegiate athletics
Authors: Thelin John R. , Wiseman Lawrence L.
Published: October 2006

Data and intercollegiate athletics have a long heritage together. The evolution of this relationship from game statistics to the current age of compliance is well documented.
The view from the hill
Authors: Bradley Bill
Published: October 2006

Intercollegiate athletics has begun to receive increasing attention from Capitol Hill. One basis for federal intervention has been the belief that an institution's academic information is consumer information for prospective student‐athletes.
Junior college athletics: Participation opportunities and academic accountability
Authors: Bennion Steven D.
Published: October 2006

Accountability in intercollegiate athletics is a major responsibility of the CEO at a two‐year college. However, the nature of the two‐year college environment presents the CEO with different challenges from those at a four‐year institution.
Big‐time athletics, big‐time challenges
Authors: Knapp Charles B.
Published: October 2006

The campus CEO must have accurate and timely information on intercollegiate athletics to be able to represent it to the institution's constituencies. The information needed includes the admissions process for recruits, classroom performance of student‐athletes, and personal conduct of team members and coaches.
Organizing for academic reporting. A large‐university perspective
Authors: Moss Marsha K.
Published: October 2006

Organizing for compliance with academic reporting requirements presents a large university with many management challenges and data base demands.
Selected resources and annotated bibliography
Authors: Callahan Cheryl M. , Mallette Bruce I.
Published: October 2006

A primer on intercollegiate athletics is presented; it includes resources on historical and current issues in college sports and an annotated bibliography of articles related to the student‐athlete.
Repositioning for the future. Franklin and marshall college
Authors: Hoffman Richard B.
Published: October 2006

Lessons from the past, research and analysis, and a focused sense of mission provide direction in a college's quest for academic excellence in an unfavorable financial climate.
Where do we go from here?
Authors: Hollins Carol S.
Published: October 2006

Colleges and universities must commit to long‐term solutions to overcome their fiscal crises.
An executive information system for fundraising: What are the questions?
Authors: Dunn John A. , Mayer Nina
Published: October 2006

Although different in character from other academic activities, fundraising should be planned and managed. An executive information system for development is essential for that management.
Using executive information systems to manage capital projects and facilities
Authors: Kaynor Robert
Published: October 2006

Facilities data are essential for long‐term capital and financial planning and for testing the assumptions underlying anticipated policy changes. Life‐cycle considerations include planning, construction, renovation, and management. Resource linkages describe the interrelationships of space, people, and dollars.
Samford university's quality story
Authors: Harris John W.
Published: October 2006

Opening up an institution to total quality management requires patience, openness, a commitment to new ideas, and a commitment to the customer.