This book is a comprehensive overview of the most significant literature on governance, management, and leadership in colleges and universities, providing convenient reference to more than 550 key books, articles, and reports in the field.

Winner of the 2012 ASHE/CAHEP Barbara Townsend Lecture AwardTo prosper and thrive in an increasingly unpredictable national and global environment, U.S. higher education will need to adapt, innovate, and evolve once again, as it has during every major societal change over the past four centuries.The purpose of this new edition, published a turbulent decade after the first, is to provide institutional leaders -- from department chairs to trustees -- with a broad understanding of the academic enterprise, strategic guidance, and key principles, to assist them in navigating the future and drive the success of their institutions as they confront the unimagined.Recognizing that the hallmark of higher education in the U.S. is the diversity of institution types, each of which is affected differently by external and internal influences, the authors provide examples and ideas drawn from the spectrum of colleges and universities in the not-for-profit sector.This book covers the major functions and constituent departments and units within institutions; the stakeholders from students and faculty through the echelons of administration; the external environment of elected officials, foundations, philanthropists, and the new changing media; and innovations in teaching, technology, data analytics, legal frameworks, as well as economic, demographic, and political pressures.The book is informed by the proposition that adhering to four principles--which the authors identify as having enabled institutions of higher education to successfully navigate ever-changing and volatile pasts--will enable them to flourish in the coming decades:The four principles are:1. Be mission centric by making all key decisions based on a core mission and set of values.2. Be able to adapt to environmental change in alignment with the mission and core values.3. Be committed to democratic ideals by seeking to promote them and modeling democratic practices on and off campus.4. Be models for inclusion, equity, and positive social change.

Situating strategic planning and budgeting within the organization and administration of higher education institutions, this text provides effective and proven strategies for today’s change-oriented leaders. Bringing together distinguished administrators from two-year, four-year, public, and private colleges and universities, this volume provides both practical and effective guidance on the intricacies of the institutional structure, its functional activities, and contingency planning. Organization and Administration in Higher Education orients future administrators to the major areas of an academic institution and will assist higher education administrators in leading their institutions to excellence. New in this Second Edition: New chapters on the impact of Title IX and social media on higher education. Updated coverage throughout on politics, technology, budgeting, program planning, and institutional changes. New end-of-chapter discussion prompts.

Accessible, insightful, comprehensive and universally applicable, An Illustrated Guide to Managing Institutions of Higher Education details the fundamental elements of all institutions, and offers a practical framework to enable leaders to understand their institutions clearly and manage them more effectively.

Comprises a collection of 40 readings to aid in understanding the multiple nuances of how colleges or postsecondary educational institutions are organized, governed, and administered. Areas addressed are classic organization theory, traditional administrative and governance models, campus climate an

The Higher Education Manager’s Handbook has been substantially updated and reflects important changes that have occurred since its first publication in 2004. In this new edition, Peter McCaffery continues to draw on a wealth of US and UK case studies based in innovative practice. The book offers counsel and guidance on all aspects of the manager’s role and provides the navigational tools to successfully operate where the legitimacy of "management" has often been questioned. This bestselling guide builds upon its original strengths and remains an engaging, accessible and highly enjoyable read. Written from the unique perspective of the Higher Education manager, it offers practical advice that can be implemented immediately by managers and university leaders at all levels. It addresses the internal ramifications of cynicism and demoralisation, and develops the four essential prerequisites to becoming an effective Higher Education leader: Knowing Your Environment Knowing Your University Knowing Your Department Knowing Yourself What’s new in the second edition... New chapters: "Leading and Celebrating Diversity" and "Enhancing the Student Experience" The key strategic challenges to higher education University governance Institutional financial health Universities as ecologies of learning Managing your reputation Communicating in a crisis Higher Education Managers, Team Leaders, Vice Chancellors, Provosts, University Presidents, Department Heads and Student Affairs Administrators will find this book to be an irreplaceable resource.

External drivers are pressing for a more privatized approach to higher education and research, a greater reliance on technology and the more efficient use of resources. This book analyzes recent changes in institutional governance and management in higher education and their impact on the academy and academic work. It draws on findings from an international study based on a survey of academics in eighteen countries. It opens with a chapter outlining the key issues, drivers and challenges that inform contemporary discourse around academic work and the profession in general. It then focuses on national case studies, comparing changes in the top tier with the lower tiers of national systems, public and private institutions, and other differentiating factors appropriate in each country, which include mature and emerging higher education systems. It concludes by proposing a series of generalizations about the contemporary status of governance and management of institutions of higher education.