Academic Turnarounds: Restoring Vitality to Challenged American Colleges/Universities

by Terrence MacTaggart (Editor), Jerry Berberet (Contribution by), Kenneth A. "Buzz" Shaw (Contribution by), Adrian Tinsley (Contribution by), Michael T. Townsley (Contribution by)

Overview

What are the hallmarks of a lasting institutional turnaround? It is too easy to mistake a single initiative_mounting a new marketing program, for example, or bringing in a million dollar donation_for a true turnaround. Successful turnarounds involve profound, often difficult, actions that affect the finances, academic offerings, and reputations of colleges and universities. They take institutions to new levels of performance and then present new challenges. MacTaggart examines the several stages that comprise institutional turnarounds and offers practical advice on setting and reaching higher levels of performance. MacTaggart also discusses the early indicators of a college or universityOs need for a turnaround. He and his colleagues outline financial trends and other indicators of distress, as well as benchmarks for the various stages in an effective turnaround strategy. Academic Turnarounds will help trustees, presidents, and faculty members diagnose whether or not they are in denial over the true condition of the institution they are charged with preserving. Donors, state officials, accreditors, and others interested in the quality and vitality of American higher education will find direction in this book.

Product Details

ISBN-13:	9781607096610
Publisher:	Rowman & Littlefield Publishers, Inc.
Publication date:	02/16/2010
Series:	The ACE Series on Higher Education
Sold by:	Barnes & Noble
Format:	eBook
Pages:	144
File size:	844 KB

About the Author

Terrence MacTaggart has served as chancellor of the University of Maine system and the Minnesota State University system. He participated in the turnaround of Webster University (Missouri), led the revitalization of the University of Wisconsin, Superior, and organized the turnaround strategies that led to increased public support and a stronger reputation for the University of Maine system.

Table of Contents

Part 1 THE NATURAL HISTORY OF TURNAROUNDS
Chapter 2 The Three Stages of College and University Revitalization
Chapter 3 Critical Success Factors in Restoring Financial Health
Chapter 4 Transforming Ugly Ducklings: Marketing and Branding the New American Colleges
Chapter 5 Academic Revitalization: Fulfilling the Turnaround Promise
Part 6 SPECIAL TOPICS
Chapter 7 A Practical Guide to Financial Matters
Chapter 8 Turnarounds in Public Higher Education
Part 9 LESSONS FOR LEADERS
Chapter 10 Institutions in Distress—What Is a New President to Do?
Chapter 11 Advice to Trustees, Donors, and Accreditors

Editorial Reviews

Filled with vivid case studies and careful analyses, Academic Turnarounds is a highly useful and insightful book. Terry MacTaggart and his co-authors have made a substantive contribution to both the theory and the practice of leadership and management in academic institutions. It merits the interest of a wide audience, including faculty leaders, administrators, and trustees.

Richard L. Morrill

For both practitioners and academicians, Academic Turnarounds provides essental information about how institutions get into trouble and recover. Its lessons are applicable to a wide range of public and private colleges and universities and especially during these tough economic times. The book's use of case studies and real word examples are nicely balanced with more conceptual frameworks about revitilization, financial analysis, and leadership lessons. I plan to refer to this book in my work with trustees, teaching, and writing and urge my colleagues to do the same.

Kent John Chabotar

In today’s challenging environment for higher education there is increased pressure for institutions to maintain a high level of quality while managing efficiently. When institutions find themselves in a difficult position, they need to take bold steps to renew themselves. Financial pressure is just one area that can put an institution in jeopardy. It is time for a fresh take on collaborative leadership to meet these challenges head-on and to develop and implement a path to a turnaround strategy, when it becomes a necessity. MacTaggart and his colleagues raise some important issues and present solid recommendations. Presidents, board members and other institutional leaders should read and consider the advice contained in its pages. It is a volume that adds value.

Richard D. Legon