Colleges and universities have administrative and governancearrangements that can come to terms with change. These can comeinto play to interpret and modulate change and to allow necessaryadjustments through participatory processes. But the capacity ofthese mechanisms to preserve and protect the institution is notordinarily all that visible. Gradual and decorous accommodationstend to make the working of these mechanisms largely or even whollyinvisible. It is a premise of this collection of essays that weneed to look at highly stressful change to understand, or at leastget a feel for, the capacity of governance, administration, andfaculty to deal with major issues.
This is the 151st issue of the Jossey-Bass series; New Directions for Higher Education, published quarterly.Addressed to presidents, vice presidents, deans, and otherhigher-education decision-makers on all kinds of campuses, New Directions for Higher Education provides timelyinformation and authoritative advice about major issues andadministrative problems confronting every institution.
Tabella dei contenuti
EDITOR’S NOTES(Martin Kramer).
1. Mobilizing for an Outbreak and Its Aftermath (Samantha Goldstein)
Babson College learns that it can manage and survive a crisis.
2. Conveying the Meaning of the Economic Crisis (Luke A. Anderson)
Three university presidents publicly frame their responses to thefinancial catastrophe.
3. Loss of Accreditation at Historically Black Colleges and Universities (Rhonda E. Baylor)
Regaining accreditation is an urgent and immediate task to maintainan institution’s sources of support.
4. Looking for a Way Out (Gregory Esposito)
Declining state support for public universities can createpressures for institutions both to resist the decline and adapt toit.
5. Tough Questions Facing Women’s Colleges (Sara Kratzok)
The transition of women’s colleges into coeducationalinstitutions presents fundamental issues and sensitivedynamics.
6. Stress in Senior Faculty Careers (Brendan C.Russell)
Faculty can find even successful careers more stressful than theyexpected.
7. The Future of Shared Governance (Matthew A.Crellin)
Shared governance between administration and faculty needs to beviewed as a sanctioned vehicle of collaboration, not a rivalry.
8. The Rose Art Museum Crisis (Paul Dillon)
A decision to close a famous art museum exposes ambiguities ingovernance and leadership.
9. A Contested Institutional Culture (Stephanie A. Morin)
A new president finds himself at odds with defining traditions ofhis institution.
10. Rapid Change and Legitimacy (Matthew Waldman)
An accumulation of events can force a presidential transition.
INDEX.
Circa l’autore
Martin Seth Kramer is an American-Israeli scholar of the Middle East at Shalem College in Jerusalem. His focus is on Islam and Arab politics.
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