{"product_id":"governance-reconsidered-isbn-9781118738498","title":"Governance Reconsidered","description":"\u003cb\u003eRevamp senior administration organization for more effective governance\u003c\/b\u003e  \u003cp\u003e\u003ci\u003eGovernance Reconsidered: How Boards, Presidents, Administrators, and Faculty Can Help Their Colleges Thrive\u003c\/i\u003e takes an in-depth look at the current practice of governance in higher education and explores solutions for more effective functioning. Written by a former college president, the book provides an insider's perspective on the growing tensions around the traditional shared governance model and identifies the key challenges facing trustees, presidents, senior administrators, and faculty.\u003c\/p\u003e \u003cp\u003eTraditional shared governance operations are typically time-consuming, process-laden, and slow to respond to the internal and external forces acting upon modern educational institutions. Higher education is facing increasing political and economic pressure, and senior administration frequently needs the flexibility to make institutional decisions quickly. Using recent public scandals as examples, \u003ci\u003eGovernance Reconsidered\u003c\/i\u003e illustrates how the tension between the need for timely decisions and action versus the importance of mission and academic quality is creating a dramatic systemic problem. The book provides practical advice on the issues at the heart of the matter, including:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eThe nature and pace of change on campus, including the pressures facing higher education\u003c\/li\u003e \u003cli\u003eClarity about the roles and responsibilities of trustees, the president, and the faculty\u003c\/li\u003e \u003cli\u003eThe campus community's role in decision-making activities\u003c\/li\u003e \u003cli\u003eHow thriving universities can govern collaboratively\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe book also addresses the brand new challenges that affect higher education governance, including MOOCs, online learning, and rising questions about value and cost. Campus leaders must work together effectively to boost higher education, and \u003ci\u003eGovernance Reconsidered\u003c\/i\u003e contains the questions and answers integral to implementing effective governance.\u003c\/p\u003e  \u003cp\u003eForeword ix\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xxi\u003c\/p\u003e \u003cp\u003eAbout the Author xxv\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Shared Governance: Its History and Its Challenges 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Pressures on Shared Governance 3\u003c\/p\u003e \u003cp\u003eDifferences in How Shared Governance Has Been Practiced 6\u003c\/p\u003e \u003cp\u003eThe History of Shared Governance 7\u003c\/p\u003e \u003cp\u003eDifferences over the Nature and Pace of Change 13\u003c\/p\u003e \u003cp\u003ePressures on Trustees, Presidents, and Faculty to Change 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. The Impact of Financial Pressures on Governance 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Causes of Financial Pressures 26\u003c\/p\u003e \u003cp\u003eEfforts to Control Tuition and Limit Growing Financial Aid 33\u003c\/p\u003e \u003cp\u003eThe Dangers of Business as Usual in Times of Budget Problems 37\u003c\/p\u003e \u003cp\u003eA Successful, Proactive Approach to Financial Pressures 42\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. The Impact on Governance of Contingent\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFaculty, Online Learning, and MOOCs 45\u003c\/p\u003e \u003cp\u003eReliance on Contingent Faculty Affects Governance 46\u003c\/p\u003e \u003cp\u003eOnline Courses and MOOCs 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. The Impact on Governance of Questions About Higher Education’s Value and Cost 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHigher Education Is Vulnerable to Criticism 70\u003c\/p\u003e \u003cp\u003eClaims That Colleges Are Failing to Educate Students 75\u003c\/p\u003e \u003cp\u003eElected Officials Seek to Influence Higher Education 78\u003c\/p\u003e \u003cp\u003eTrustees Are Assuming More Activist Roles 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Cautionary Tales: Protests of Presidential Actions and Lessons for Shared Governance 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChief Financial Officers Seek Academic Cost Reductions 90\u003c\/p\u003e \u003cp\u003eRecommendations for Presidents 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Cautionary Tales: Faculty Failures and Recommendations for Collaboration 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase Studies: Faculties That Resist Administrative Decisions 125\u003c\/p\u003e \u003cp\u003eRecommendations for Faculty Members 141\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Cautionary Tales: Boards That Fail to Fulfill Their Fiduciary Responsibilities and Recommendations for Changes 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExamples of Boards Failing to Provide Oversight 154\u003c\/p\u003e \u003cp\u003eLessons Learned 167\u003c\/p\u003e \u003cp\u003eRecommendations for Boards 167\u003c\/p\u003e \u003cp\u003eThe Complexity of Terminating a President 169\u003c\/p\u003e \u003cp\u003eRecommendations for Boards That Are Confronted with Concerns About Presidential Performance 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Exemplary Tales: Successful Presidents 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe University of Maryland, Baltimore County 188\u003c\/p\u003e \u003cp\u003eKettering University 191\u003c\/p\u003e \u003cp\u003eAmerican International College 194\u003c\/p\u003e \u003cp\u003ePitzer College 197\u003c\/p\u003e \u003cp\u003eCommonalities 199\u003c\/p\u003e \u003cp\u003eResources 201\u003c\/p\u003e \u003cp\u003eReferences 203\u003c\/p\u003e \u003cp\u003eIndex 215\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSUSAN RESNECK PIERCE\u003c\/b\u003e is president emerita of the University of Puget Sound. As president of SRP Consulting, she advises colleges and universities on planning, effective board and presidential performance, board development, governance, and fundraising. She is the author of \u003ci\u003eOn Being Presidential: A Guide for College and University Leaders\u003c\/i\u003e (Jossey-Bass, 2012).\u003c\/p\u003e  \u003cp\u003eAs pressures mount in the academic world, more and more presidents and trustees are ignoring the traditional processes of shared governance by making decisions about academic matters that previously had been considered the primary responsibility of the faculty. In \u003ci\u003eGovernance Reconsidered,\u003c\/i\u003e Susan Resneck Pierce examines the reasons for this trend, and how it has impacted American colleges and universities. \u003c\/p\u003e \u003cp\u003eThroughout her decades-long career as a faculty member, dean, academic vice president, president, and consultant, Susan Pierce has believed that colleges and universities are most successful when all constituencies (including trustees, the administration, faculty and staff members, students, and as appropriate alumni and the larger community) work collaboratively. But the landscape of higher education has changed in recent years, fraying the conventional notions and practices of shared governance. Confronted with unprecedented financial challenges, many boards now charge their presidents with responding rapidly to these challenges without extended and sometimes any consultation with the faculty.  \u003c\/p\u003e\u003cp\u003eTo help institutions resolve this tension between the need for timely action and deference to the faculty’s role in academic matters, \u003ci\u003eGovernance Reconsidered \u003c\/i\u003eaddresses these key topics: \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eHow the notions of shared governance have evolved over the last century\u003c\/li\u003e\n\u003cli\u003eThe nature of the pressures facing higher education\u003c\/li\u003e\n\u003cli\u003eClarity about the roles and responsibilities of trustees, the president, and the faculty\u003c\/li\u003e\n\u003cli\u003eHow trustees, presidents, and the faculty can work together in new ways to respond quickly to external challenges and at the same time preserve the integrity of the academic programs\u003c\/li\u003e\n\u003cli\u003eHow thriving universities govern collaboratively \u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003e\u003ci\u003eGovernance Reconsidered \u003c\/i\u003ealso focuses on the impact on shared governance of the growing number of contingent faculty, online education, and increasing questions about the value of higher education. These matters have a profound effect on how institutions are run and on the actions of those who run them. \u003c\/p\u003e\u003cp\u003eCollege presidents, trustees, faculty, senior administrators, and student representatives need to think in new ways about higher education governance, as well as how to apply those principles to build a prosperous institution. Readers of this book will learn from both cautionary tales and success stories from the world of higher education. These case studies demonstrate how Susan Pierce’s inspirational view of shared governance can work in practice. \u003ci\u003eGovernance Reconsidered\u003c\/i\u003e explains how to meet the challenges of today’s higher education environment by enacting transformative change while simultaneously engaging faculties, boards, and communities.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47989305213157,"sku":"NP9781118738498","price":48.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118738498.jpg?v=1761783596","url":"https:\/\/k12savings.com\/products\/governance-reconsidered-isbn-9781118738498","provider":"K12savings","version":"1.0","type":"link"}