Innovations Library

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Statewide Articulation Cannot Be Done Tongue in Cheek
Arthur R. Southerland, Rex Leonard, George D. Edwards, James R. Hutto April 1990
Volume: 3 Issue: 6
Count all 419
The smooth transition of students from high school to college is a long-standing goal of both secondary and postsecondary levels of education. However, by virtue of their position in the overall educational system, community colleges have a complicated task. They must deal with articulation in at least three directions-downward to the high school, upward to four-year colleges and universities, and outward to business and industry.
Tags: Leadership and Organization, Innovations
Leadership for Teaching and Learning
K. Patricia Cross March 1990
Volume: 3 Issue: 5
Count all 418
The leadership required for the year 2000 will be quite different from the leadership that built most community colleges in the 1960s. Determining where these colleges will be headed and what kind of leaders will be needed was a challenge to the Commission on the Future of Community Colleges. The report of the commission, Building Communities: A Vision for a New Century, has been widely read and has helped to set an agenda for community colleges nationwide.
Tags: Leadership and Organization, Innovations
Renewing a Mature Community College
James L. Hudgins February 1990
Volume: 3 Issue: 4
Count all 419
The founding of Joliet Junior College at the turn of this century is often cited as the beginning of the community college movement. However, as the nation's 1,224 two-year community, technical, and junior colleges enter the last decade of that century, the fact is that the majority are less than thirty years old. Most experienced the excitement of birth in the 1960s, the headiness of growth in the 1970s, and the trials and difficulties of adolescence and young adulthood in the 1980s.
Tags: Leadership and Organization, Innovations
Building Communities: A Checklist for Evaluation and Discussion
Nancy Armes, Kay McClenney February 1990
Volume: 3 Issue: 3
Count all 419
The Commission on the Future of Community Colleges challenged every community college to "build community." To do so, the commission urged each to demonstrate a concern for the whole, for integration and collaboration, for openness and integrity, for inclusiveness and self-renewal. Further, the commission argued that these concerns should be evident in the values the institution holds; the goals it aspires to achieve; and the policies, procedures, and programs it implements to realize those aspirations.
Tags: Leadership and Organization, Innovations
Staffing for a New Century: An Opportunity for Institutional Renewal
Mardee Jenrette February 1990
Volume: 3 Issue: 2
Count all 421
Before the turn of the century, 30 to 50 percent of all community college faculty are expected to retire. This prediction has been validated by researchers, appears repeatedly in the higher education press, and has begun to set the agenda for national conferences. Even so, few institutions have begun to address systematically its implications, and most have failed to recognize the immediacy and magnitude of the potential crisis.
Tags: Leadership and Organization, Innovations
Beyond Affirmative Action: Leadership Diversity That Works
J. Richard Gilliland January 1990
Volume: 3 Issue: 1
Count all 390
Many parts of northern Europe and North America have begun to recognize the rich reservoir of leadership potential represented by women and persons of color and are developing mechanisms to utilize their talents and capabilities. Given the reality of changing demographics in countries such as the United States and Canada, it is simply good public policy to take advantage of the full range and diversity of human resources resident in their citizens.
Tags: Leadership and Organization, Innovations
Learning Leadership
Margaret Lee December 1989
Volume: 2 Issue: 20
Count all 418
Many of the skills of leadership can be learned by specific training and professional experience. Some present and future community college leaders have been fortunate to have participated in programs specifically designed to develop leaders. Some have been lucky enough to have been mentored by outstanding leaders and to have been exposed to the multiple experiences, both trying and rewarding, that forge leaders.
Tags: Leadership and Organization, Innovations
Education and the Revitalization of Urban America
John E. Jacob November 1989
Volume: 2 Issue: 19
Count all 419
The National Urban League has taken as its theme, racial parity by the year 2000. It will take a huge national effort to reach that goal. It will require education, job, and economic development programs that will provide opportunities for white and African American poor.
Tags: Leadership and Organization, Innovations
Intuitive Management
Roger C. Andersen November 1989
Volume: 2 Issue: 18
Count all 419
Sophisticated systems to assist management processes have become the expected norm in all types of organizations. Systems for budgeting, strategic planning, personnel administration, and decision making have proliferated, particularly as advances in information technology have made greater systematization ever more affordable.
Tags: Leadership and Organization, Innovations
Ten Principles for Managing the Finances of a Nonprofit Organization
Herrington J. Bryce October 1989
Volume: 2 Issue: 17
Count all 419
The management of every nonprofit organization, including a community college, may be viewed as having three distinct challenges: 1) to uphold and advance the mission of the organization, 2) to oversee the performance of the organization's personnel, and 3) to advance and preserve its financial well-being. Each of these is a major task demanding its own expertise.
Tags: Leadership and Organization, Innovations
Retaining a Peak-Performing President
Terry O'Banion September 1989
Volume: 2 Issue: 16
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It is widely accepted that the most important task of a board of trustees is to select the right president for the job. It follows that the second most important task of a board is to hold on to a president when it has a good one.Various reports and commissions conclude that the presidency of a college or university is a difficult, if not impossible, job, and the presidency of a community college is even less attractive than others. Given this picture, a board would be well- advised to make every effort to hold on to a president who is a peak performer.
Tags: Leadership and Organization, Innovations
Visionary Leadership and Long-Range Planning
Jeff Hockaday, Don Puyear September 1989
Volume: 2 Issue: 15
Count all 421
All serious college leaders engage in planning for the future of their institutions. Planning models of various kinds have come in and out of fashion. Unfortunately, too many of these models have been overly complex and cumbersome and have contributed to some reluctance among community college leaders to invest scarce resources in elaborate planning processes.
Tags: Leadership and Organization, Innovations
Ethical Suspicions Between Faculty And Administrators
Donald E. Walker August 1989
Volume: 2 Issue: 14
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Accusations of unethical behavior by faculty and administrators inevitably accompany conflict; however, truly unethical behavior in colleges is rare. Standards of right and wrong behavior are fundamental to academia. Rare cases of misconduct, such as falsifying results of laboratory experiments, are widely publicized precisely because they are so uncommon.
Tags: Leadership and Organization, Innovations
Therapeutic Leadership
John H. Anthony August 1989
Volume: 2 Issue: 13
Count all 420
Social, economic, and technological forces have forged an extraordinary period of change and a time of exciting opportunity. Changing conditions challenge political, educational, and corporate leaders in all organizations to throw off the vestiges of past ineffective management and leadership practices ones steeped in control, imagery, structure, authoritarianism, power, fear, and rigidity and to develop and implement new organizational and leadership practices that allow greater flexibility, increase responsiveness, and promote vision and creativity.
Tags: Leadership and Organization, Innovations
A Foundation for Renewal
Albert L. Lorenzo July 1989
Volume: 2 Issue: 12
Count all 418
Educational leaders should be judged by their ability to maximize both organizational performance and mission effectiveness. In most industries, above average performance and organizational vitality are usually easier to achieve during periods of sustained growth. The real test of leaders and their organizations typically comes when growth begins to give way to stability or decline. At this point, continued institutional success may depend more heavily on leadership than on any other factor.
Tags: Leadership and Organization, Innovations

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