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The Liberal Arts College Adapting to Change : The Survival of Small Schools.

By: Bonvillian, Gary.
Contributor(s): Murphy, Robert.
Material type: TextTextSeries: eBooks on Demand.RoutledgeFalmer Studies in Higher Education: Publisher: Florence : Taylor and Francis, 2014Copyright date: ©2013Description: 1 online resource (274 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9781135589264.Subject(s): Education, HumanisticGenre/Form: Electronic books.Additional physical formats: Print version:: The Liberal Arts College Adapting to Change : The Survival of Small SchoolsDDC classification: 378.15420973 Online resources: Click here to view this ebook.
Contents:
Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Illustrations -- Series Editor's Preface -- Chapter I: Introduction -- Purpose of the Book -- Relevance and Importance of the Topic -- Strategic Strengths and Market Realities -- Institutional Realities -- A Final Note -- Chapter II: The Liberal Arts College -- Historical Roots -- European Influence -- Evolution and Change -- The Modern Era of Small Colleges -- Growth and Prosperity -- Crisis in Higher Education -- Current Challenges -- Surviving Difficult Times -- Preservation of Their Unique Character -- Implications of Yielding to Market Pressures -- In Summary -- Chapter III: A Case Study of Keuka College -- Evolution of a College Community -- Keuka College: 1890-1916 -- The Free Baptists -- Keuka Park -- Linkages with Business and Industry -- Closing the College -- Keuka College: 1917-1935 -- The Rebirth of Keuka -- Dr. Arthur H. Norton Builds a Community -- Keuka College: 1936-1970 -- Challenges and Opportunities for Growth -- Keuka's Progressive Period -- Growth and Expansion of the Campus -- The Peak Years -- Decline and Recovery -- Keuka College: 1970-1983 -- Mobilizing the Community -- Initiatives Leading to Recovery -- Action Plans -- Controversial Initiatives -- The Role of Faculty -- The Strategic Positioning of Keuka College -- Keuka Students -- Alumni -- Keuka's Distinctiveness -- Public Relations -- In Summary -- Chapter IV: Working Relationships at Keuka -- Historical Perspective -- Postwar Period -- The Late 60s and 70s -- Transition Period -- Final Confrontation with President Shaw -- The Search for a New President -- Recruiting Arthur Kirk -- Profile of the President -- Changing Roles in Decision-Making at Keuka -- Keuka's Faculty Constitution -- Defining Joint Effort at Keuka -- AAUP at Keuka.
The 1990s: Middle States Is a Catalyst for Change -- The Trappings of Institutional Bureaucracy -- A Plethora of Committees -- The Mission and Goals Committee -- Plan the Planning Committee -- Challenges of Communication -- In Summary -- Chapter V: What Successful Schools Are Doing -- Meeting the Challenges -- Thinking Strategically -- Aggressive Marketing and Student Recruiting -- Public Relations and Fund-Raising -- In Summary -- Chapter VI: External Environment -- Change Variables in Higher Education -- A System of Decision-Making -- Realities of the Marketplace -- Economic Factors -- Social, Cultural, Demographic, and Environmental -- Political, Governmental, and Legal -- Competitive Analysis -- In Summary -- Chapter VII: Internal Environment: Organizational Challenges -- Stakeholders -- The Demands on Colleges -- The Meaning of Stakeholders -- Change -- The Process of Change -- Creating Change in Higher Education -- Planning for Change -- Leadership -- What Is Leadership? -- Systems View of Leadership -- Collective Leadership -- The Gordian Knot of Academic Leadership -- In Summary -- Chapter VIII: New Directions for Institutional Decision-Making -- Organizational Context -- Mobilizing Faculty -- A Legacy of Patriarchal Leadership -- Expanding Role of Faculty -- Modem Challenges -- In Search of the Elusive Participatory Model -- Future Challenges -- In Summary -- Notes -- Chapter I -- Chapter II -- Chapter III -- Chapter IV -- Chapter V -- Chapter VI -- Chapter VII -- Chapter VIII -- Index.
Summary: First Published in 1996. Routledge is an imprint of Taylor & Francis, an informa company.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
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LB2328.32 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=1619191 Available EBC1619191

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Illustrations -- Series Editor's Preface -- Chapter I: Introduction -- Purpose of the Book -- Relevance and Importance of the Topic -- Strategic Strengths and Market Realities -- Institutional Realities -- A Final Note -- Chapter II: The Liberal Arts College -- Historical Roots -- European Influence -- Evolution and Change -- The Modern Era of Small Colleges -- Growth and Prosperity -- Crisis in Higher Education -- Current Challenges -- Surviving Difficult Times -- Preservation of Their Unique Character -- Implications of Yielding to Market Pressures -- In Summary -- Chapter III: A Case Study of Keuka College -- Evolution of a College Community -- Keuka College: 1890-1916 -- The Free Baptists -- Keuka Park -- Linkages with Business and Industry -- Closing the College -- Keuka College: 1917-1935 -- The Rebirth of Keuka -- Dr. Arthur H. Norton Builds a Community -- Keuka College: 1936-1970 -- Challenges and Opportunities for Growth -- Keuka's Progressive Period -- Growth and Expansion of the Campus -- The Peak Years -- Decline and Recovery -- Keuka College: 1970-1983 -- Mobilizing the Community -- Initiatives Leading to Recovery -- Action Plans -- Controversial Initiatives -- The Role of Faculty -- The Strategic Positioning of Keuka College -- Keuka Students -- Alumni -- Keuka's Distinctiveness -- Public Relations -- In Summary -- Chapter IV: Working Relationships at Keuka -- Historical Perspective -- Postwar Period -- The Late 60s and 70s -- Transition Period -- Final Confrontation with President Shaw -- The Search for a New President -- Recruiting Arthur Kirk -- Profile of the President -- Changing Roles in Decision-Making at Keuka -- Keuka's Faculty Constitution -- Defining Joint Effort at Keuka -- AAUP at Keuka.

The 1990s: Middle States Is a Catalyst for Change -- The Trappings of Institutional Bureaucracy -- A Plethora of Committees -- The Mission and Goals Committee -- Plan the Planning Committee -- Challenges of Communication -- In Summary -- Chapter V: What Successful Schools Are Doing -- Meeting the Challenges -- Thinking Strategically -- Aggressive Marketing and Student Recruiting -- Public Relations and Fund-Raising -- In Summary -- Chapter VI: External Environment -- Change Variables in Higher Education -- A System of Decision-Making -- Realities of the Marketplace -- Economic Factors -- Social, Cultural, Demographic, and Environmental -- Political, Governmental, and Legal -- Competitive Analysis -- In Summary -- Chapter VII: Internal Environment: Organizational Challenges -- Stakeholders -- The Demands on Colleges -- The Meaning of Stakeholders -- Change -- The Process of Change -- Creating Change in Higher Education -- Planning for Change -- Leadership -- What Is Leadership? -- Systems View of Leadership -- Collective Leadership -- The Gordian Knot of Academic Leadership -- In Summary -- Chapter VIII: New Directions for Institutional Decision-Making -- Organizational Context -- Mobilizing Faculty -- A Legacy of Patriarchal Leadership -- Expanding Role of Faculty -- Modem Challenges -- In Search of the Elusive Participatory Model -- Future Challenges -- In Summary -- Notes -- Chapter I -- Chapter II -- Chapter III -- Chapter IV -- Chapter V -- Chapter VI -- Chapter VII -- Chapter VIII -- Index.

First Published in 1996. Routledge is an imprint of Taylor & Francis, an informa company.

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Reviews provided by Syndetics

CHOICE Review

George Keller's Academic Strategy: The Management Revolution in American Higher Education (1983) taught higher education leaders how to plan strategically. Ten years later Bonvillian's dissertation, the basis for this book, looked closely at small liberal arts colleges that have applied Keller's lessons successfully. Bonvillian (Rochester Institute of Technology, College of Business) and Murphy (US War College) know the important literature on higher education and management as it applies to small liberal arts colleges, and seem to list every case study done on small colleges in crisis, but they skimp the literature on change. The book has chapters on the now familiar internal and external variables and two lengthy chapters on Keuka College (the site of Bonvillian's dissertation case study). Small liberal arts college leaders who wish to learn how their colleges can survive in the decade ahead should read this book. Case studies tend to narration, so readers will have to dig for the lessons that Keller's seminal book made clear. Graduate; faculty. G. L. Findlen Western Wisconsin Technical College

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