Synopses & Reviews
This book is a must-read for higher education administrators and faculty in any discipline. Beyond distance and life-long learning, it is the actual method of instruction in every discipline that will change?worldwide. This book covers both the change in faculty behavior that will be required as well as the emerging organizational structure of the university of the future.
?James B. Appleberry, president, American Association of State Colleges and Universities, Washington, DC
This new book shows how the world's increasing depAndence on lifelong access to new knowledge is transforming the landscape of higher education and forcing the academy to rethink virtually all of its systems and traditions. Building on the strategic planning and management concepts set out in their previous books, the authors equip readers with a clear understanding of the challenges and options before them and equally clear strategies for reaching out to new learners, restructuring administrative systems, redefining faculty roles, and repositioning these institutions to survive in the information age.
Part One: The Bases for Change
1. Pressures on Higher Education in the Information Age
2. Strategic Change in the Wake of Controversy
3. Cultivating Internal; Readiness for Change
4. Analyzing Global Responses to the New Learning Needs
Part Two: Strategic Response to the Need for Learning
5. Serving the Lifelong Learner
6. Creating a Flexible Concept of Academic Organization
7. Achieving Strategic Fit Between Strengths and Opportunities
8. Expanding Channels for Instructional Delivery
Part Three: Re-Creating Higher Education Through Strategic Choices
9. The New Learning Infrastructure
10. The Faculty, Facilities, and Administration of the Future
11. Partnerships to Produce and Transfer Knowledge
12. The Academy of the Future; Scenarios and Models
13. Achieving Strategic Transformation
Daniel James Rowley is professor of Management at the University of Northern Colorado.
Herman D. Lujan is the former president of the University of Northern Colorado.
Michael G. Dolence consults with higher education institutions, systems, associations and vAndors nationally.
Academics are under increasing pressure to develop a prototype for the future university that will keep pace with the increasing need for access to lifelong learning.
Strategic Choices for the Academy is filled with practical advice for developing strategic plans that will transform colleges and universities to meet the demands of today?s (and tomorrow?s) information age learner.
Drawing on the strategic planning and management concepts presented in their companion books, Strategic Change in Colleges and Universities and Working Toward Strategic Change, the authors reveal which innovative organizational structures, facilities, teaching approaches, reward systems, and delivery systems are most effective for providing education to this new segment of learners?those who come to learn in every stage of life and who may be increasingly reluctant to enroll in traditional campus settings. The book also presents a series of flexible models that can be adapted to the strategic direction and needs of individual institutions.
Using the tools and information in Strategic Choices for the Academy, educators and administrators can serve the needs of today?s learners and survive and prosper into the future.
About the Author
DANIEL JAMES ROWLEY is professor of management at the University of Northern Colorado. HERMAN D. LUJAN is former president of the University of Northern Colorado. MICHAEL G. DOLENCE heads Michael G. Dolence and Associates, a consulting firm. They are the authors of Strategic Change in Colleges and Universities (Jossey-Bass 1997) and Working Toward Strategic Change (Jossey-Bass, 1997).
Table of Contents
Part One: The Bases for Chang.e
1. Pressures on Higher Education in the Information Age.
2. Strategic Change in the Wake of Controversy.
3. Cultivating Internal;
Readiness for Change.
4. Analyzing Global Responses to the New Learning Needs.
Part Two: Strategic Response to the Need for Learning.
5. Serving the Lifelong Learner.
6. Creating a Flexible Concept of Academic Organization.
7. Achieving Strategic Fit Between Strengths and Opportunities.
8. Expanding Channels for Instructional Delivery.
Part Three: Re-Creating Higher Education Through Strategic Choices.
9. The New Learning Infrastructure.
10. The Faculty, Facilities, and Administration of the Future.
11. Partnerships to Produce and Transfer Knowledge.
12. The Academy of the Future;
Scenarios and Models.
13. Achieving Strategic Transformation.