This qualitative investigation addresses three new universities in the provinces of British Columbia and Alberta and their presidents’ ascriptions of organizational identity to their universities. Through extended, semi-structured interviews
and narrative analysis, this investigation uses organizational identity theory and institutional theory to explain the positionality and understandings of presidents in relationship to their universities’ paths to legitimacy. We found that the preservation of aspects of the institutions’ original identity (as community colleges) aids new universities’ organizational change. Furthermore,
while presidents advocated for a replacement of community college logics with university logics, data showed that these three new universities had yet to embrace the university logic fully. We propose that a blending of logics may be the preferred mechanism for the attainment of legitimacy during sectoral change for new universities.
Hundreds of thousands of American families across all income levels are spending billions each year in extra college costs because our high schools are graduating too many students unprepared for college. That’s a fact most may not realize, because current discussions around postsecondary remedial education – prerequisite courses that carry zero credit toward a college degree and represent content and skills students should have learned in high school already – are often segregated to low-income students and community colleges. But in truth, many middle-class and upper-income families bear the brunt of extra costs that come with required remedial classes in all college sectors for students from all income levels. In fact, at private nonprofit four-year colleges and universities, the children of upper-income families are taking more remedial classes than students from low-income families. Out-of-pocket tuition and additional living expense costs for these courses represent an expansive failure of our K-12 education system to prepare students to be ready academically for college on day one.
Abstract
This article presents the results of the first Canada-wide survey on how university admissions personnel view the International Baccalaureate Diploma Program (IBDP) in relation to other curricula. The purpose of this study was twofold: (i) to move beyond anecdote and discover how Canada compares with universities in the UK and Australia/NZ, and (ii) to determine whether a dominant or hegemonic discourse surrounding the IBDP exists. Building on a smallscale pilot of perceptions in Ontario universities, the present study replicates two International
Baccalaureate Organization studies (in the UK, 2003, and in Australia/NZ, in 2007) in the Canadian context. Results reveal a pattern of responses consistent with the previous studies —i.e., a confident positive general view, combined with uncertainty regarding specific aspects of the IBDP. Such widespread and consistent views suggest the existence of a dominant or hegemonic discourse surrounding the IBDP, constructing it as the standard of excellence in pre-tertiary education, which has important implications for publicly funded education in Canada.
Internationalization processes are at the fore of university strategic plans on a global scale. However, the work of internationalization is being performed through the connections between many actors at different policy levels. Our purpose here is to ask, what is happening with internationalization of higher education at the Canadian national policy level? To do so, we suggest that we must look at policies at the national level not as individual entities but rather as these policies exist in relation to each other. We examine three recent policy statements from different organizations at the national level in Canada: a federal governmental agency, a pan-Canadian provincial organization and a national educational association. Our approach involved mapping the actors, knowledges and spaces that are discursively produced through these texts and engaging a relational approach to policy analysis that questions what comes to be assembled as these policies co-exist in the national landscape.
Many enrollment leaders are considering offering transfer incentives to students enrolled at other colleges, according to a new report.
If you’re already feeling jittery about enrollment trends, please put down that coffee before reading any further. The rules of competition are changing.
The rapid turnover of technology and ever expanding network of data and information which underpin the knowledge economy have led to a reevaluation of the importance of knowledge to the economic process. Economists now conclude that human capital - the ideas, skills, and expertise of people - is a fundamental driver of economic growth. Demand for employees that possess a mix of both “hard” and “soft” skills is rising as companies respond to intensified global economic competition.
“Watching a (nearly) finished student receive that coveted job offer, whether it’s a faculty position she’s worked so hard for, a position at that top research lab, or a lucrative offer from that hot startup everyone wants to join.”
“Watching one of you students deliver a fantastic talk at a premier conference in front of a packed room of attendees from all over the world.”
“Getting an unexpected thank you note in the mail or an email from a former student, thanking you for that class you taught her six years ago and detailing how it’s changed the trajectory of her life and career.”
“Meeting up with a former student at an academic conference and being introduced to his or her current students getting ready to present their work.”
Last month , I opened up about one of the side effects of doctoral study that I hadn’t anticipated: the Ph.D. identity crisis.
With the date of my dissertation defense looming in four months, I’d begun to realize that I couldn’t answer two rather important questions:
Who am I outside of "Ph.D. Candidate"?
What do I want out of life and this degree?
A recent post in Matt Reed’s Confessions of a Community College Dean column raised the question of “how research informs teaching and whether it factors in at the community college level”.
A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity.
In an ideal world, we wouldn’t need to call on students to get them to participate. They would be fully invested in our courses, and would come to class eager to play an active role in the day’s activities. They would understand that more participation equals more learning. We wouldn’t be sergeants at the front of the room, putting our conscripts through their paces. Rather, we’d be facilitators — helping our students when we can, asking guiding questions,
suggesting new paths of inquiry.
But of course we don’t live in an ideal world. Instructors everywhere struggle with quiet classrooms, with discussions that die before they get started. Our questions hang in the air for what feels like minutes, and students seem to be trying to find out how little they’ll have to do before the end of class arrives. While there are things we can do to create better class discussions, it’s hard to get away from the prospect of cold-calling.
When it comes to the hiring and retention of faculty of color, the situation across higher education is, as the saying goes, “déjà vu all over again.” Colleges and universities seem trapped in a time loop, issuing proclamations and statements similar to those made by our predecessors decades ago with limited success. Campus activists are wondering: Can academe live up to its promises this time?
Whether we can actually teach students critical-thinking skills is one of the most overlooked and misunderstood issues in higher education today, argues John Schlueter.
The department chair is a complex middle-management position located at the organizational fulcrum between faculty and senior administration. This qualitative study sought to develop a deeper understanding of chairs’ experi-ences when enacting their dual roles as managers and scholars. Using a ba-sic interpretative study design, we interviewed 10 department chairs from a medium-sized Canadian university. The participants identified three interre-lated areas of challenge: managing position, managing people, and managing self. We discuss the tensions and ambiguities inherent within these themes, along with specific recommendations for supporting this position.
Ontario universities came under the provincial ombudsman’s oversight in 2016. The office has since received more than 500 university-related complaints.
Paul Dubé is in the “persuasion game.” Whether it’s overseeing complaints about provincial government ministries, municipalities or universities, Mr. Dubé, Ontario’s ombudsman says his modus operandi remains the same. “My approach as an ombudsman has always been to show all stakeholders what’s in it for them, why they will benefit from these recommendations,
that it’s in their interest.”
While there is a tremendous amount of value to being able to see your students’ faces during distance learning, we can’t force them to be on camera, just as during in-person teaching, we can’t force unengaged students to lift their heads or remove hats or hoodies that obscure their faces.
With experimentation and persistence, however, you can arrive at strategies that work. Whether they need options, encouragement, or trust in order to turn their cameras on, there’s likely a solution that is the right fit for your classroom, circumstances, lessons, and students.
Some students are more challenging to teach than others. They require pedagogical skills of a different and higher order. Sometimes it’s easier to sigh and just turn away. And that’s legitimate in the sense that students (indeed, people of all sorts) have to figure things out for themselves. But many of us were such “works in progress” when we were in college, and a teacher (or several of them) ended up being instrumental in moving us in more productive directions. It’s for that reason I’d like us to consider some of these challenging students, each one a unique individual, but many displaying the same counterproductive attitudes and actions. Descriptions of these students come much more easily than solutions to what’s holding them back. Said more directly, my goal here is to start this conversation and ask for your wisdom, insights, and experiences with students who are tough to teach.
For years, many humanities leaders have urged doctoral students in their fields to consider jobs outside academe -- and have encouraged graduate departments to prepare their Ph.D. students for careers in fields other than higher
education.
An analysis released today by the Humanities Indicators Project shows how different job patterns are for those with
humanities Ph.D.s (where academic work remains the norm) compared to other fields, which except for the arts send the vast majority of Ph.D.s to jobs outside higher education. Not surprisingly given some of the fields that employ nonhumanities Ph.D.s, people with humanities Ph.D.s earn less than Ph.D. recipients in other fields. The new analysis also shows substantial gender gaps in the pay of Ph.D.s across disciplines.
Much of the debate about accessibility issues in higher education in recent years has focused on audio and video -- take, for example, the high-profile lawsuits against prestigious institutions such as Harvard University, the Massachusetts Institute of Technology and the University of California, Berkeley.
But new data from Blackboard show that the most common types of course content that students use on a daily basis -- images, PDFs, presentations and other documents -- continue to be riddled with accessibility issues. And while colleges have made some slight improvements over the last five years, the issues are widespread.
The findings come from Ally, an accessibility tool that Blackboard launched today (the company in October acquired Fronteer, the ed-tech company behind the tool). Ally scans the course materials in a college’s learning management system, comparing the materials to a checklist based on the Web Content Accessibility Guidelines (WCAG) 2.0 AA, developed by the World Wide Web Consortium’s Web Accessibility Initiative. If any issues arise, the tool flags them and suggests accessible alternatives.
The low-down about learning at Ontario’s 20 public universities, 24 colleges or 400+ registered
private career colleges.