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Strategic Choices for the Academy: How Demand for Lifelong Learning Will Re-Create Higher Education / Edition 1

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Academics are under increasing pressure to develop a prototype for the future university that will keep pace with the increasing need for access to lifelong learning.

Strategic Choices for the Academy is filled with practical advice for developing strategic plans that will transform colleges and universities to meet the demands of today's (and tomorrow's) information age learner.

Drawing on the strategic planning and management concepts presented in their companion books, Strategic Change in Colleges and Universities and Working Toward Strategic Change, the authors reveal which innovative organizational structures, facilities, teaching approaches, reward systems, and delivery systems are most effective for providing education to this new segment of learners-those who come to learn in every stage of life and who may be increasingly reluctant to enroll in traditional campus settings. The book also presents a series of flexible models that can be adapted to the strategic direction and needs of individual institutions.

Using the tools and information in Strategic Choices for the Academy, educators and administrators can serve the needs of today's learners and survive and prosper into the future.

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Editorial Reviews

From the Publisher
"This book is useful for the advisor or advising administrator who wants further to understand the forces behind change in academia." —NACADA Journal

"This book is a must read for higher education administrators and faculty in any discipline. Beyond distance and life-long learning, it is the actual method of instruction in every discipline that will change worldwide. This book covers both the change in faculty behavior that will be required as well as the emerging organizational structure of the university of the future." — James B. Appleberry, president, American Association of State Colleges and Universities, Washington, DC

"A brilliant blueprint for entering a new millennium. The authors, already well-established strategic thinkers, offer another critical service to those in the higher education community from trustees to presidents to professors to students. Not only do they ask demanding questions about moving in sensible new strategic directions, they provide answers essential to the very well-being of the academy." — James R. Collier, vice president, university advancement, and executive director, San Francisco State University Foundation

"Most college and university presidents are becoming acutely aware that technology and the new information age will permanently change the academy. Rowley, Lujan and Dolence have provided a compelling argument that universities must adapt or face atrophy. They provide a blueprint for easing the transition into the information age. They place the changes in historical perspective, provide an update on the new challenges and discuss strategies for effective responses to change. This is a book that forward-looking university presidents will not only want to have displayed prominently on their bookshelves, but it will be the only one they will read, mark and share with others. —?Naomi Lynn, chancellor, University of Illinois, Springfield

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Product Details

  • ISBN-13: 9780787940676
  • Publisher: Wiley
  • Publication date: 4/1/1998
  • Series: Higher and Adult Education Series
  • Edition description: 1 ED
  • Edition number: 1
  • Pages: 336
  • Product dimensions: 6.14 (w) x 9.27 (h) x 1.11 (d)

Meet the Author

DANIEL JAMES ROWLEY is professor of management at the University of Northern Colorado. HERMAN D. LUJAN is former president of the University of Northern Colorado. MICHAEL G. DOLENCE heads Michael G. Dolence and Associates, a consulting firm. They are the authors of Strategic Change in Colleges and Universities (Jossey-Bass 1997) and Working Toward Strategic Change (Jossey-Bass, 1997).

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Table of Contents

Part One: The Bases for Chang.e

1. Pressures on Higher Education in the Information Age.

2. Strategic Change in the Wake of Controversy.

3. Cultivating Internal;
Readiness for Change.

4. Analyzing Global Responses to the New Learning Needs.

Part Two: Strategic Response to the Need for Learning.

5. Serving the Lifelong Learner.

6. Creating a Flexible Concept of Academic Organization.

7. Achieving Strategic Fit Between Strengths and Opportunities.

8. Expanding Channels for Instructional Delivery.

Part Three: Re-Creating Higher Education Through Strategic Choices.

9. The New Learning Infrastructure.

10. The Faculty, Facilities, and Administration of the Future.

11. Partnerships to Produce and Transfer Knowledge.

12. The Academy of the Future;
Scenarios and Models.

13. Achieving Strategic Transformation.

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