Strategic Change in Colleges and Universities: Planning to Survive and Prosper

ISBN-13: 9780787903480 / Angielski / Twarda / 1997 / 368 str.

Daniel James Rowley; G. Erlandson; Michael G. Dolence

Opis

This detailed guide outlines a strategic planning approach uniquely suited to the academic environment and proven effective in numerous institutions around the country. The authors address the complex nature of stakeholders and conflicting purposes in an academic setting. Their approach leads to?rather than starts from?the institutional mission statement, and includes realistic methods of negotiating the political barriers that often obstruct the development of a strategic plan and its implementation.

This informative book is particularly effective when used with the companion workbook Working Toward Strategic Change.

Recenzje

"This book is the best guide to strategic planning I have read. It raises provocative questions about institutional governance, direction setting, and survival in an ear of unprecedented change and it details the questions to ask, the data sets to consider, and the pitfalls to avoid. . . . A `must read′ for any campus prior to developing its own strategic planning process." ––James B. Appleberry, president, American Association of State Colleges and Universities (AASCU)

"Rowley, Lujan, and Dolence transforms a top–down strategic planning process commonly used in business into a participatory model appropriate for colleges and universities. A well researched model for strategic planning that is grounded in the real world." ––Laurence W. Mazzeno, president, Urusuline College

"Strategic Change in Colleges and Universities provides not only a conceptual framework, but also the methodology for helping any college or university adapt to shifting conditions, improve its competitive advantage, and position the institution for a better future." ––Steve Jonas, vice president for administration, Sinclair Community College

"This book brings rare insight to the issues, promises, and pitfalls of strategic planning in colleges and universities today. The use of case studies and the rich experience of the authors illuminate the critical dimensions. I highly recommAnd reading it before kicking off your next strategic planning process." ––Philomena Mantella, vice president for enrollment management and student life, Pace University

Spis treści

Foreword by George Keller.

Part One: The Principles.

1. Higher Education––A System Under Fire.

2. Why the Academy Needs Strategic Planning.

3. Creating a Unique Model of Strategic Planning for Higher Education.

4. Planning to Fit the Institution′s Environments.

5. Negotiating Campus Politics.

Part Two: The Practices.

6. Concepts and Principles Underlying the Planning Process.

7. The Planning Process in Practice.

8. The People and Time Involved.

9. The Role and Functions of Committees.

10. Educating Participants and Stakeholders About the Plan.

11.Essential Areas I: Enrollment Management and Program Planning.

12. Essential Areas II: Resources, Technology, and Support Systems.

Part Three: Acting on the Plan.

13. Implementing the Plan.

14. Adjusting the Plan to Institutional Needs.

15. Moving from Strategic Planning to Strategic Management.

O autorze

DANIEL JAMES ROWLEY is professor of management in the College of Business at the University of Northern Colorado. HERMAN D. LUJAN is the president emeritus of the University of Northern Colorado and is university distinguished professor of business and public policy. MICHAEL G. DOLENCE is president of Michael G. Dolence and Associates. Formerly he served as strategic planning administrator for the California State University, Los Angeles, and as director of research, planning and policy analysis at the Commission on IndepAndent Colleges and Universities in New York.

Blurb

Strategic Change in Colleges and Universities outlines a strategic planning approach uniquely suited to the academic environment and proven effective in numerous institutions around the country. The authors developed a ten–step approach to strategic planning that addresses the complex nature of stakeholders and purposes in an academic setting. Their approach leads to, rather than starts from, the institutional mission statement, and includes realistic methods of negotiating the political barriers that often obstruct the development of a strategic plan and its implementation.This informative book is particularly effective when used with the companion workbook Working Toward Strategic Change.