Fixing the Fragmented University
Decentralization With Direction
JB - Anker
1. Auflage Dezember 2007
450 Seiten, Hardcover
Wiley & Sons Ltd
A fatal flaw in accountability programs is the fragmented
university that leaves academic departments--the units most
responsible for institutional results--out of the performance
loop. Currently, decentralization fosters a disabling disconnect
among societal concerns, institutional goals, and departmental
aims, the three links of public accountability. How then can the
culture of many research universities be transformed from
provider-driven prestige to public-centered engagement? The answer
is not to end decentralization but to add direction.
Fixing the Fragmented University brings together a group
of national experts in a discussion of different methods for fixing
the fragmented university and changing campus culture. The book
shows how the practice of strategic planning, priority budgeting,
assessment and quality assurance, regional accreditation, and
departmental performance reporting can enable large research
universities to set priorities and pursue direction - all
while preserving the decentralization that drive internal
creativity and innovation.
Written for administrators, trustees, faculty leaders, and
students in higher education, this book describes an effective
research university as one focused on serving public needs rather
than courting peer prestige. It brings together a group of national
experts who present responses, from their disciplines, toward
fixing the fragmented university and assisting it in becoming as
devoted to undergraduate education and public engagement as it is
to faculty research.
Preface.
Introduction.
1 "The Fragmented University" (Joseph C. Burke).
Part I: The Participants.
2 Governing Boards of Public Research Universities as Conflicted
Necessities (Richard T. Ingram).
3 Fixing the Fragmented University: A View From the Bridge
(James J. Duderstadt).
4 Recreating the Faculty Role in University Governance (Roger
Benjamin).
Part II: Means and Methods of Cohesion.
5 Strategic Direction and Decentralization in Public Research
Universities (Daniel James Rowley, Herbert Sherman).
6 Using the Budget to Fight Fragmentation and Improve Quality
(William F. Massy).
7 Assessing Institutional Effectiveness and Connecting the
Pieces of a Fragmented University (J. Fredericks
Volkwein).
8 Accrediting the Public University: Part of the Problem or Part
of the Solution? (Ralph A. Wolff).
9 Performance Reporting: Putting Academic Departments in the
Performance Loop (Joseph C. Burke).
Part III: Redesigning the Mission.
10 Making Students Matter (George D. Kuh).
11 Making a "Great 'Engaged' University" Requires Rhetoric
(Richard A. Cherwitz, E. Johanna Hartelius).
Part IV: Making It Happen on Campus.
12 Transforming the University of Minnesota Through Strategic
Positioning (Robert H. Bruininks).
13 A Targeted Path Toward Academic Excellence at The Ohio State
University (Karen A. Holbrook).
14 Florida International University: A Top Urban Public Research
University (Mayra E. Beers, Paul D. Gallagher, Modesto A.
Maidique).
Conclusion.
15 The Kellogg Commission: Glancing Back, Looking Forward (C.
Peter Magrath).
16 Returning to Their Roots: Putting Unity, Students, and Public
Back Into State Universities (Joseph C. Burke).
Index.
and a Senior Fellow at the Nelson A. Rockefeller Institute of
Government, and professor of higher education policy and management
at the State University of New York. After receiving his Ph.D. in
history from Indiana University, Dr. Burke taught for 12 years. He
served as president of the Sate University of New York at
Pittsburgh for 12 years, followed by 9 years as provost and vice
chancellor for academic affair and 1 year as interim chancellor of
the State University of New York System. While Provost, he also
held the post of president of the State University of New York
Research Foundation, the Fiscal agent for all research grants and
contracts in the SUNY System. Dr. Burke was also a consultant with
the Center for Public Higher Education Trusteeship and Governance
at the Association of Governing Boards of Universities ad Colleges.
In 2005, he served as an advisor to the State Higher Education
Executive Officers National Commission on Accountability.
Dr. Burke has consulted, written and lectured on a wide array of
topics in higher education, including the role of college and
university presidents, system governance, accountability and
autonomy in higher education, outcomes assessment, and performance
reporting, budgeting, and funding. He has published more than 60
books, monographs, and articles on these subjects. His most recent
book, which he edited and coauthored, is Achieving
Accountability in Higher Education: Balancing Public, Academic, and
Market Demands (2005, Jossey-Bass). The Henry Luce Foundation,
the Pew Charitable Trusts, and the Ford Foundation have awarded him
grants for national studies of the budgeting, reporting,
accountability, and performance of public university systems and
state colleges and universities. The Ford Foundation supported the
preparation of this present book.
