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In 1930, the great Spanish philosopher Jose Ortega y Gasset set forth a program for reforming the modern Spanish university. Aware that the missions of the university are many and often competing, Ortega built his program around a conception of a general culture that knows no national boundaries or time limits and could fit into any national system of higher education. His ideas are especially pertinent to contemporary debate in America over curriculum development and the purpose of education.In this volume Ortega sought to answer two essential questions: what is the knowledge most worth knowing by all students and what is the function of the university in a modern democracy? Basing his answers on his own deep personal culture and an extensive knowledge of the various European university systems, Ortega defined four primary missions: the teaching of the learned professions, the fostering of scientific research, training for political leadership, and finally the creation of cultured persons with the ability to make intellectual interpretations of the world. Ortega's understanding of general culture is set out in great detail here. He meant an active engagement in ideas and issues that were both historical and contemporary. His concern is with the classical problems of justice, the good society, who should rule, and the responsibilities of citizenship.In his informative and brilliant introduction to this new edition, Clark Kerr, a lifetime student of Ortega's work, analyzes Ortega's ideas in their historical context and speculates on how the great issues he dealt with here can be made contemporary for modern students facing the challenges and uncertainties of the twenty-first century. Mission of the University and its new opening essay will be of interest to educationists, social scientists, and above all the students of this era.
In 1930, the great Spanish philosopher Jos Ortega y Gasset set forth a program for reforming the modern Spanish university. Aware that the missions of the university are many and often competing, Ortega built his program around a conception of a "general culture" that knows no national boundaries or time limits and could fit into any national system of higher education. His ideas are especially pertinent to contemporary debate in America over curriculum development and the purpose of education. In this volume Ortega sought to answer two essential questions: what is the knowledge most worth knowing by all students and what is the function of the university in a modern democracy? Basing his answers on his own deep personal culture and an extensive knowledge of the various European university systems, Ortega defined four primary missions: the teaching of the learned professions, the fostering of scientific research, training for political leadership, and finally the creation of cultured persons with the ability to make intellectual interpretations of the world. Ortega's understanding of "general culture" is set out in great detail here. He meant an active engagement in ideas and issues that were both historical and contemporary. His concern is with the classical problems of justice, the good society, who should rule, and the responsibilities of citizenship. This edition first published in 1998. Routledge is an imprint of Taylor & Francis, an informa company.
Mission and Money goes beyond the common focus on elite universities and examines the entire higher education industry, including the rapidly growing for-profit schools. The sector includes research universities, four-year colleges, two-year schools, and non-degree-granting career academies. Many institutions pursue mission-related activities that are often unprofitable and engage in profitable revenue raising activities to finance them. This book contains a good deal of original research on schools' revenue sources from tuition, donations, research, patents, endowments, and other activities. It considers lobbying, distance education, and the world market, as well as advertising, branding, and reputation. The pursuit of revenue, while essential to achieve the mission of higher learning, is sometimes in conflict with that mission itself. The tension between mission and money is also highlighted in the chapter on the profitability of intercollegiate athletics. The concluding chapter investigates implications of the analysis for public policy.
Joining the Mission is a helpful guide for new (and experienced) faculty at religious colleges and universities. Susan VanZanten here provides an orientation to the world of Christian higher education and an introduction to the academic profession of teaching, scholarship, and service, with a special emphasis on opportunities and challenges common to mission-driven institutions. From designing a syllabus to dealing with problem students, from working with committees to achieving a balanced life, VanZanten s guidebook will help faculty across the disciplines Art to Zoology and every subject between understand better what it means to pursue faithfully a vocation as professor. Susan VanZanten s Joining the Mission is an exceptional resource for all faculty members at Christian colleges and universities. While it is a very practical guide to teaching at a university, the book also helps the reader understand and wrestle with the nuances of what it means to be a faculty member at a mission-driven institution. I appreciate VanZanten s contribution to articulating why mission is important at our institutions, why we care about it so much, and how we can better accomplish it. Thomas Cedel President, Concordia University Texas
The President of the Univ. of California describes and assesses some of the significant trends and developments in higher education.
"Offering innovative ways of looking at existing data, as well as compelling new information, about Florida's past, this volume updates current archaeological interpretations and demonstrates the use of new and improved tools to answer larger questions"--
At one time, universities educated new generations and were a source of social change. Today colleges and universities are less places of public purpose, than agencies of personal advantage. Remaking the American University provides a penetrating analysis of the ways market forces have shaped and distorted the behaviors, purposes, and ultimately the missions of universities and colleges over the past half-century. The authors describe how a competitive preoccupation with rankings and markets published by the media spawned an admissions arms race that drains institutional resources and energies. Equally revealing are the depictions of the ways faculty distance themselves from their universities with the resulting increase in the number of administrators, which contributes substantially to institutional costs. Other chapters focus on the impact of intercollegiate athletics on educational mission, even among selective institutions; on the unforeseen result of higher education's "outsourcing" a substantial share of the scholarly publication function to for-profit interests; and on the potentially dire consequences of today's zealous investments in e-learning. A central question extends through this series of explorations: Can universities and colleges today still choose to be places of public purpose? In the answers they provide, both sobering and enlightening, the authors underscore a consistent and powerful lesson-academic institutions cannot ignore the workings of the markets. The challenge ahead is to learn how to better use those markets to achieve public purposes.
In September 2010, James G. Pierce, a retired U.S. Army colonel with the Strategic Studies Institute at the U.S. Army War College in Carlisle Barracks, Pennsylvania, published a study on Army organizational culture. Pierce postulated that "the ability of a professional organization to develop future leaders in a manner that perpetuates readiness to cope with future environmental and internal uncertainty depends on organizational culture." He found that today's U.S. Army leadership "may be inadequately prepared to lead the profession toward future success." The need to prepare for future success dovetails with the use of the concepts of mission command. This book offers up a set of recommendations, based on those mission command concepts, for adopting a superior command culture through education and training. Donald E. Vandergriff believes by implementing these recommendations across the Army, that other necessary and long-awaited reforms will take place.
Found in Translation is a rich account of language and shifting cross-cultural relations on a Christian mission in northern Australia during the mid-twentieth century. It explores how translation shaped interactions between missionaries and the Anindilyakwa-speaking people of the Groote Eylandt archipelago and how each group used language to influence, evade, or engage with the other in a series of selective “mistranslations.” In particular, this work traces the Angurugu mission from its establishment by the Church Missionary Society in 1943, through Australia’s era of assimilation policy in the 1950s and 1960s, to the introduction of a self-determination policy and bilingual education in 1973. While translation has typically been an instrument of colonization, this book shows that the ambiguities it creates have given Indigenous people opportunities to reinterpret colonization’s position in their lives. Laura Rademaker combines oral history interviews with careful archival research and innovative interdisciplinary findings to present a fresh, cross-cultural perspective on Angurugu mission life. Exploring spoken language and sound, the translation of Christian scripture and songs, the imposition of English literacy, and Aboriginal singing traditions, she reveals the complexities of the encounters between the missionaries and Aboriginal people in a subtle and sophisticated analysis. Rademaker uses language as a lens, delving into issues of identity and the competition to name, own, and control. In its efforts to shape the Anindilyakwa people’s beliefs, the Church Missionary Society utilized language both by teaching English and by translating Biblical texts into the native tongue. Yet missionaries relied heavily on Anindilyakwa interpreters, whose varied translation styles and choices resulted in an unforeseen Indigenous impact on how the mission’s messages were received. From Groote Eylandt and the peculiarities of the Australian settler-colonial context, Found in Translation broadens its scope to cast light on themes common throughout Pacific mission history such as assimilation policies, cultural exchanges, and the phenomenon of colonization itself. This book will appeal to Indigenous studies scholars across the Pacific as well as scholars of Australian history, religion, linguistics, anthropology, and missiology.