Higher Education Case Study: Weston University

Although the many roles of a business professor are difficult to determine, Mercer University’s mission statement provides a surprisingly thorough account of these roles. The mission statement, “to teach, to learn, to create, to discover, to inspire, to empower and to serve,” may not seem like a description of the roles, but one would struggle fruitlessly to think of a great business professor who did not fulfill these roles. The importance of these roles is undeniable, however, among these roles, learning is especially important and is also the most appealing to me. This appeal is due not only because learning is the precursor for other roles, but also because of my personal adoration of learning.

The authors establish credibility for themselves using ethos. They state that they are the “presidents of leading American colleges and universities” which effectively demonstrates their integrity as leaders of the nation’s most prestigious institutions. The reputation they assert early in the letter identifies them as highly reliable and upright, thus validating that that their opinions are worth regard. Additionally, the letter is signed by numerous presidents and chancellors of respected schools around America. This helped argue the writers point because their argument was supported by the most respected and intelligent individuals in our society.

One of the major components that influence change in organizations is communication during the change process. Denning’s (2005) provided an example of how one major merger failed based on how it was communicated. For change to have an opportunity to succeed at Central Valley College, the university needs a trusted individual that Lewis (2011) described as a connector who can bridge the gap between the stakeholders and someone who is able to navigate diverse social

As many of you may know, Mount St. Mary’s University has gone through transformative changes. Many of these changes have challenged the very structure of the university we applied to. President Simon Newman and his administration have taken strides to encourage the Mount community to respect the coming changes. We are told that these changes are necessary for the Mount to become “Mount 2.0.” Though we recognize that change is demanding and testing, we also understand that change is crucial for growth. Amongst these changes that are happening, the Mount is in search for a new Dean of Students. To our astonishment, the current Interim Dean of Students, Ken McVearry, is not being considered for the search. Dean McVearry not only assumed the position

. In an 8-year span Don Farr earned a second master’s degree and completed his Ph. D while maintaining his position as the director of an academic program. Don helped me overcome my obstacles at FSU and has motivated me to become one of the best club managers in the country. I watched Don transform from PGA golf professional to the Dean of Academic Programs at Florida State University’s College of Business. Don’s success was and rapid development as an academic leader and professor came from his passion for education and

After 180 years of service, one could assume Cheyney University has seen it all. Formerly known as the Institute for Colored Youth, they were founded in 1837. At that time it was illegal for slaves to be educated, some would even deem it as tip toeing on a dangerous line under those circumstances. To be found during that time period is a true testament to the school’s ability to defy odds. Once again they find themselves walking a fine line, as they are now struggling to keep their accreditation.

The organizational culture and climate were both factors that seemed to be leading to the closings of the Culpeper and Hampton campuses and ultimately led to the closure of the Staunton campus. Looking at the organization in terms of management, the lack of communication appeared to be a contributor to its suffering. The parents, students and most shockingly, the faculty were all ill-informed by those running the institutions. While their focus seemed to be on comforting families and eliminating stress in these situations, they did not exchange honest and constructive information with them which resulted in a very hostile situation and left many of the students without schools. Not only did this affect the families of the students, but it also had a significant effect on the faculty, who were shocked by the changes. From the start, the organization had set a precedent that they were both community and achievement oriented. Consequently, the organization lost the name they had made for themselves because of their failure to communicate to those that invested their time and trust in the institution.

The former president at Blue State Community College was forced to resign less than a week after the start of the Fall session. This left the college in disarray. In an average situation, the Provost of the college was the next Administrator in line to fill the position in an

Gifts are things (whether that money or have a value of money) giving in the workplace with a value of $10 or greater.

Firstly, Dean Blake’s immediately convened a Strategic Planning Committee without first ‘studying the situation in more detail’ as he promised during his interview. It could be said that, the desire to initiate plans rather than affect the right ones was the bane of Mr. Blake’s challenges. Given that, all workers were used to the existing status quo and were probably comfortable to some extent, from strategy point of view, there was bound to be reactions and resistance to the abrupt change in strategy without due consultations with grassroots and senior staff members. Secondly, Blake’s adopted the committee’s recommendations without recourse to the administration. Broad consultations during a strategic reformation are critical to the success of the strategy. There was the tendency for other staff members to isolate themselves for fear of being seen as standing in the way of their new boss. Thirdly, Dean Blake’s introduction of the intended change in the strategic direction in the Old State University was too soon and appears not to have undergone a thorough critique on the risks of its implementation vis a vis the existence of the previous strategy. More so, Blake’s inability to communicate his vision / plans to the faculty contributed

As a first-year student at York University, I was not aware that the distribution of single-use water bottle was prohibited on campus until recently. After conducting some research, I found that York University is one of many institutions that do not sell any water bottles. Furthermore, I found that the reason behind this ban is because York University made a commitment in supporting the human right to water and also because York is aiming to become a more sustainable university. With humans causing more harm to the environment than ever before, York university is trying to make a difference before it is too late. The removal of single-use water bottle on campus has raised the question of whether or not water bottles can be sold on campus

Briar Cliff University is one of a kind, all the universities in Iowa would be jealous of the beautiful campus. The exterior, of the buildings are impressive with a Romanesque and Doric style. With one glance, anyone can tell the the construction workers took a life time to create a master piece of architecture. The Lady Grace building is next to Heelan Hall. The windows of our Lady Grace Chapel are vibrant and colorful bringing so much energy and natural light to the building. The atrium is my favorite place, it’s inside Heelan Hall and next to Java City. The atrium is designed like a Broadway stage and filled with enthusiastic students that are eager to show the world how smart they are. The plants in front of Baxter-DiGiovanni Center are

The position of dean is more of a leadership than management position. The position requires elements of both, but the dean seems to chiefly focus on his role as a leader. Dr. Winistorfer recognizes his opportunity and potential to impact the college and deliberately works to grow and develop as a leader. The dean described participating in an ‘expensive leadership workshop’ out of his own desire. And at the workshop, other attendees questioned the relevance of his participation, but the dean had no uncertainty regarding the applicability to his position. To cut down his managerial duties, the dean systematically structured his office, so he can direct most of his attention toward leadership. This is most evident when analyzing his presentation

U.S. schools and colleges vary from numerous points of view. Some are open, others are independently employed individual; some are huge urban colleges, some are two-yr. group universities, others little rustic grounds. Some offer alumna and expert political stage, others point of convergence basically on undergrad instruction. Each of our more than 3, 000 schools and colleges has its particular and dissimilar mission. This aggregate differing qualities around organizations is one of the extraordinary strength of America's higher instruction framework, and has helped make it the best in the people. Protecting that assorted qualities is key on the off chance that we plan to serve the needs of our just social order.

In the “New Vice President” case study, Mid-West University faced a hiring freeze and leadership dilemmas. With the change in executive positions, Jennifer Treeholm, Associate Vice President for Academic Affairs, acquired the new vice president role. At first glance, she was the perfect candidate. Jennifer dedicated her career to improve the overall culture and mission, and she was familiar with the vice president’s duties. Although Jennifer was highly qualified, her previous relations with the staff rendered her ability to lead and make decisions effectively. As a result the college faced stagnant progress from delayed solutions and preventative measures. Thus, the staff began to doubt her abilities as a leader, which caused the previous employee structure to weaken.