The Varying Causes And Effects Of College Mergers

Cureton and John Tagg both look at the bigger picture. In “Collegiate Life: An Obituary,” Levine & Cureton discuss larger reasons for why students behave the way they do in college–hope and fear. From these two emotions, they show how other attitudes–consumer expectations, psychological “damage,” and a utilitarian approach to learning–are a result of these two greater forces (Levine & Cureton 712). On the other hand, Tagg, in “The Decline of the Knowledge Factory: Why Our Colleges Must Change,” places the blame for the failure of higher education on universities. He writes that students’ disinterest and professors’ complaints are both due to the failure of the universities. Edmundson’s essay is given context and an explanation in Tagg’s

College: What is Was, Is and Should Be, by Andrew Delbanco takes both a historical and analytical approach to the evolution of higher education institutions in the United States. While thought provoking, some of his views balance on the verge of extremity. Many colleges provide students with the skills necessary for what is happening in society at that moment. This is exemplified in how the application process has changed from the earliest colleges to today. Also, when colleges were first introduced into society, students were recommended by members of society to attend a school, which is much different than the process today. Another aspect of what Delbanco discusses in his book is the disparity between a small liberal arts college and

The state of California has long been reliant on the University of California system to provide its resident companies with skilled and educated business, technology, and science leaders. Highly regarded as one of the top educational systems in the world, the University of California boasts a high number of distinguished and respected faculty members in almost every field of study. However, while most private colleges and universities have learned how to streamline their processes in order to better respond to stakeholder needs, public educational institutions, such as the University of California, have not been willing to control their bureaucratic growth resulting in a rise of tuition rates and a decline in the level of student satisfaction. In her article for the TIME magazine, Kate Pickert writes that as recently as November of this year the University of California has approved a plan that could raise tuition rates by up to 28% (Pickert). Pickert also points out that the tuition rates at the University of California have more than tripled since 2001. The University of California has blamed the increased tuition on the state of California budget cuts caused by the economic downturn of recent years. However, a closer examination of the University of California faculty and administration data makes it obvious that the higher rates of tuition are cause by the inability and

In the article Our Crazy College Crossroads, Frank Bruni, addresses the topic of rejection involving students who are applying to colleges by using pathos to connect to his readers on the topic. The author appeals to his readers by uprooting the idea of rejection and worth that are commonly felt by students who are rejected from their top school. He does this through the use of metaphor, rhetorical questions and aggressive statements. Bruni attacks many opposing views such as of Malcolm Gladwell by criticizing the science behind his an argument. Bruni also points out the difference between those who get in to Ivy League colleges and those who don’t. He does this by presenting the means that some individuals lack such as financial support,

The ideal purpose of a college education was not to become the greatest financial outlay for a parent or guardian. It’s basic mission was to challenge the minds of younger individuals but instead many are burdened with staggering loans from something that was meant essentially to benefit. It has become a common burden for a family to be in debt six figures behind college tuition and colleges are losing their primary purpose of challenging the mind of young individuals. The essay “Are Colleges Worth the Price of Admission?”, helps the reader to understand how colleges have lost their soul purpose of educating by listing colleges who reinforce the idea that colleges have lost track of their basic mission. These exceptions show the reader how other colleges could possibly be able to gain their purpose again through reformation. The writer cites colleges who have not lost their priority to help reform those who have.

For whom who graduated from high school will continue with their higher education level. Most of students think that if they graduate from college or four years university they will have a chance to work on the professional field rather than minimum wages. It is a good opportunity for whose low income students can make through and receive their college degree. To support my point, in the article “Expanding Community College Access” I agree with the President Obama that, “ASAP, which began in 2007, provides money for books, coaching, tutoring, tuition waivers and transportation. Fifty-seven percent of last year’s graduates finished in three years; compare to the traditional students, where the three-year graduation rate hover around 15 percent.” (Naughton). With the high percentage graduated of ASAP program provides, the state should be agreed that the community college tuition should be waved .

John R. Thelin called the period from 1970 to 1980 “turbulent waters” for all institutions (Thelin, 2011, p. 317). After the golden age, the industry of Higher Education in the U.S. faced the not-so-bright future with a lot of colleges and universities being shut down. Thelin (2011, p. 337) points out that the institutions could have been prepared to handle the steadily declining enrollment, decreased revenues, decline in funding, stagflation, and rising campus maintenance costs if only they picked on the first signs of upcoming financial crisis when in 1970, the share price of the NSMC fell from $140 to $7 over the short period of time (Thelin, 2011, p. 317). However, the universities and colleges of that time were so confident and relied on “the public image of higher education as a “growth industry” (Thelin, 2011, p. 318) so much, that they were not monitoring the changing situation and thus, were not fast enough in adopting to new conditions. It does not mean that there were many college closings; vice a versa, some colleges grew, opened new programs and applied for research grants. These colleges adopted the enterprise thinking (Thelin, 2011, p. 337).

Public colleges did not have the capacity to handle the sudden influx of new students, and did not have the agility to react swiftly to the sudden upswing in demand.

In today’s society, most state colleges have become more comparable to businesses rather than universities. It is a competition between them to see who can

According to the Florida Department of Education, colleges are the first option for 65% of high school graduates to access higher education, and 82% of minority students attend one of Florida’s 28 colleges. Today, MDC doesn’t face an imminent threat of new entrants. One of the main reasons is that, through the years, the college has developed brand recognition. Another one is that it has a cost advantage. No accredited higher education institution charges what the college does for an Associate or Bachelor’s degree. Also, the college open-door policy is designed to help students, who need remediation, to get the skills needed for college level classes. In addition, many adult students enroll in classes for professional development, or to prepare for a new career. Furthermore, many of them are the first in their families to attend college. Nevertheless, the Honors and Early College/Dual Enrollment Programs attract some of the best and brightest minds. Finally, the college just adds more areas of study to its already extensive programs, which increases its economies of scale.

This case study discusses the differences between Southern New Hampshire University (SNHU) and other well-known universities such as Berkley, Harvard and Stanford. For instance, SNHU College of Online and Continuing Education is not vanity project, unlike other big name colleges such as Harvard and Stanford who offers online classes for its purpose of mostly a branding exercise (Pearce & Robinson, 2015). Furthermore, SNHU differs from other colleges in their admissions processes, graduation rates, lower prices, and the way they address quality in their programs (Kingkade, 2014). SNHU is one of the fastest growing and most dynamic private, non-profit universities in the country (Pearce et al., 2015). According

Now all types of institutions - public and private, two year and four year, non-profit and for-profit-are vying for the same pool of students, public funding, research grants, and prestige. In the process they are creating a fierce competition that is slowly chipping away at higher education’s commitment to servicing public needs. (Couturier, 2005, p. 87)

A merger is a partial or total combination of two separate business firms and forming of a new one. There are predominantly two kinds of mergers: partial and complete. Partial merger usually involves the combination of joint ventures and inter-corporate stock purchases. Complete mergers are results in blending of identities and the creation of a single succeeding firm. (Hicks, 2012, p 491). Mergers in the healthcare sector, particularly horizontal hospital mergers wherein two or more hospitals merge into a single corporation, are increasing both in frequency and importance. (Gaughan, 2002). This paper is an attempt to study the impact of the merger of two competing healthcare organization and will also attempt to propose appropriate

Question 1 Several factors have been proposed as providing a rationale for mergers. Among the more prominent ones are (1) tax considerations, (2) diversification, (3)

Upon identifying programs available on various college campuses as they relate to first year students; it has become noticeable that university leaders are concerned with the retention of students within their first and second year of college. Therefore many universities have developed programs that are focused on the success of the freshman student and ensuring that group of students’ matriculations throughout their degree programs. As quoted in “The Dynamics of Organization in Higher Education (Kuh, 1996) “the frequent and increasingly predictable accusation that institutions of higher education operate in “silos” is based on their various schools, colleges, and athletic programs operating in parallel with one another, more focused on promoting than on adhering to or accomplishing broader institutional