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This book provides 16 case histories from universities which have been successful in facing up to the challenges of the 21st Century. The initiatives described here vary enormously as do the institutions and countries from where they come, and this gives the reader an idea of the wide range of issues which require addressing. The book has contributions from Brazil, Bulgaria, Canada, Finland, Netherlands, Norway, Sweden, Switzerland, the UK and the USA.
There has been a resurgence of interest in training programmes for higher education leaders and management (HELM) at African universities in recent times. Although there have been a few cases of evaluation studies of such programmes in Africa, a more systematic review of the lessons learnt through these programmes has not been done. This book aims to document and reflect on the learnings from intervention programmes at three African higher education councils. It is clear that university leaders face many leadership and management challenges. This is the starting point of the book.
Just as the Wright Brothers combined science and practice to finally realize the dream of flight, Ryan and Robert Quinn combine research and personal experience to demonstrate how to reach a psychological state that elevates us and those around us to greater heights of achievement, integrity, openness, and empathy. It's the psychological equivalent of aerodynamic lift, and it is the fundamental state of leadership. This book draws on recent advances in positive psychology and organizational science to describe four questions that, when asked in any situation, will help us experience the fundamental state of leadership. Engaging personal stories illustrate how the Quinns and others have applied these concepts at work, at home, and in the community. --
Written by Arnoud de Meyer, widely regarded as one of the pre-eminent management educators and leaders in higher education, the book takes Singapore as an in-depth case study of how to build a system of higher education.
As complex, large institutions, universities present unique challenges for leaders. International Perspectives on Leadership in Higher Education examines how contemporary leaders in higher education – in different disciplines, at different levels and in different parts of the world – are identified, developed and supported.
Enterprise Excellence: A Modern Approach to Organizational Change and Leadership using Blended Quality Management prepares students to utilize strategic thinking and Lean Six Sigma (LSS) practices and techniques to improve operations and reduce inefficiencies. Using Six Sigma's DMAIC-define, measure, analyze, improve, control-process, students apply concepts and tools by leading and participating in an actual LSS project. The book is organized so that it walks students, practitioners, and leaders through each step of the LSS DMAIC process through interactive, hands-on modules. In the opening module, students select a project and describe the process, opportunity, and goal (Define). Additional chapters guide students through collecting data and defining metrics (Measure); identifying potential solutions (Analyze); testing theories, piloting solutions, and rolling out solutions (Improve); and monitoring results to assess and maintain the overall gain (Control). The text includes a project guide and a collection of case studies to help students connect critical concepts with practical application. Enterprise Excellence helps students build their understanding of process improvement, practice running a team project, achieve meaningful results, and apply their new skills and tools in real-world projects. The book is an exemplary resource for courses and programs in business and organizational change/management.
This book offers formal and informal leaders at all levels of their institution theory-informed and practical guidance on implementing and sustaining change through collaborative leadership. The framework and concepts presented are applicable at the department, program, campus, or system level to guide minor, incremental, or transformative change.Achieving a shared organizational vision can be a daunting challenge, given the multiple missions of higher education, varied and often conflicting stakeholder viewpoints, siloed organizational structures, traditions of shared governance, and a highly educated workforce bringing together colleagues with diverse disciplinary perspectives. Achieving these aims requires taking into account the organization’s systems and values and the needs and aspirations of corresponding stakeholders across the enterprise. Ruben provides a guide for achieving and sustaining these goals in an engaged and collaborative manner.Employing the author’s widely used Excellence in Higher Education (EHE) framework, this book offers principles and practices relative to change, collaboration, and organizational vision that can greatly enhance the prospects for effective outcomes, highlighting three key themes:·Understanding and leveraging the dynamics of change. ·Leading collaboratively, and meaningfully engaging one’s colleagues. ·Adopting and pursuing a shared vision of organizational purpose and aspirations.The book is intended for faculty and staff who want to advance the effectiveness and impact of their program, department, and institution, and to do so in a way that creates a shared vision to sustain these benefits into the future. It serves as a text for the growing number of leadership development programs, and for courses with a focus on higher education leadership.
What does successful academic library management look like in the real world? A team of editors, all administrators at large research libraries, here present a selection of case studies which dive deeply into the subject to answer that question. Featuring contributions from a range of practicing academic library managers, this book spotlights case studies equally useful for LIS students and current managers;touches upon such key issues as human resource planning, public relations, financial management, organizational culture, and ethics and confidentiality;examines how to use project management methodology to reorganize technical services, create a new liaison service model, advance a collaborative future, and set up on-the-spot mentoring;discusses digital planning for archives and special collections;rejects "one size fits all" solutions to common challenges in academic libraries in favor of creative problem solving; andprovides guidance on how to use case studies as effective models for positive change at one's own institution. LIS instructors, students, and academic library practitioners will all find enrichment from this selection of case studies.
Using the "compass of the intelligences", a unique device developed by the authors, Change Management Excellence shows the reader how to lead and navigate change by employing business, political, spiritual and emotional intelligence.