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Publisher description: Forty years ago, North Carolina's Elon College was struggling to attract students and remain solvent. Today Elon has emerged as one of America's most desirable colleges. How did this transformation happen? What can other colleges and universities learn from Elon's remarkable turnaround? Taking a new approach to the study of higher education, George Keller examines the decisions made by Elon's administration, trustees, and faculty to transform a school with a limited endowment into a top regional university. Using Elon as a case study, Keller sheds light on high-stakes competition among America's colleges and universities -- where losers face contraction or closure and winners gain money, talented students, and top faculty.
"A comprehensive look at how the arts (broadly conceived) can improve teaching, learning, and curriculum for all students, written in accessible language for non-academics and non-experts. It contains many evocative examples to illustrate the power of the arts to change education"--
George Keller’s case study of Elon University’s transformation from a struggling college with a limited endowment into a top regional university is now available in paperback. Ten years after the publication of Transforming a College, Elon University continues to thrive as a school that reinvented itself and its community around the idea of inspiring and guiding students. George Keller’s now-classic account has been used as an inspiration and playbook for many other institutions. Available for the first time in paperback, this edition coincides with Elon’s 125th anniversary. A new foreword and afterword from Elon president Leo M. Lambert tell the rest of the story of the university’s ambitious agenda to position Elon as a top-ranked liberal arts university and a national leader in engaged teaching and learning.
Fifty years ago, students who were parents were a rarity in college classrooms, but by the beginning of the twenty-first century, over a quarter of all undergraduate students were parents. In Back in School, A. Fiona Pearson explores how these student parents navigate cultural norms and institutional resources, forging pathways as they journey to become better parents and successful students. Back in School examines how policy makers, professors, college administrators, counselors, and social workers provide or deny access to child care, tutoring, financial aid, or other campus- or community-based resources. Pearson further explores how social norms and governmental and organizational policies influence access to these resources and student parents’ experiences on campus and at home.
America’s community colleges are experiencing the most creative and substantive period of transformation in their 118-year history. There has never been so much research, so much support from foundations, and so much commitment from national leaders to reimagine community colleges for today and for the future. 13 Ideas that Are Transforming the Community College World, edited by Terry U. O’Banion, is the seminal work that captures the major ideas faced by community college leaders in this period of transformation. The book includes 23 authors representing 12 national organizations, perhaps the most significant and substantive list of individuals ever to participate in an edited book on the community college. Each author is a nationally-recognized authority on his or her chapter, and all have played major roles as leaders of national organizations.
It is preparation for life.--Rachel A. Heath "Reflective Teaching"
In recent decades, there has been increasing focus on the role of formal education in empowering students’ social and moral development. A wealth of research evidence has shown that helping students to develop their social and emotional competencies can encourage students’ personal growth and can also yield benefits including increased student engagement and decreased levels of drop-out. However, much of what has been previously published in this field has focused on younger students, and there has been a lesser focus on third level students and educators. Therefore, there is a notable need for a single volume that synopsises the research that has been conducted pertaining to emotional and social skills development in third level learning environments. The key features of this text are a synopsis of key theories and research findings related to emotional intelligence and education; an outline of potential solutions to the most prevalent barriers that have been found with respect to encouraging emotional and social skills development in third level settings; and the provision of a tool-kit of simple exercises for use in third level educational settings, that are designed to help students develop a range of key aspects of emotional intelligence. There are both financial and pedagogical incentives for third-level colleges to invest in the provision of students’ social skills development. Therefore, the primary focus of this book is to help students and educators reach their maximum potential, and, in doing so, help encourage the development of emotionally intelligent colleges.
Making Reform Work is a practical narrative of ideas that begins by describing who is saying what about American higher educationùwho's angry, who's disappointed, and why. Most of the pleas for changing American colleges and universities that originate outside the academy are lamentations on a small number of too often repeated themes. The critique from within the academy focuses on issues principally involving money and the power of the market to change colleges and universities. Sandwiched between these perspectives is a public that still has faith in an enterprise that it really doesn't understand. Robert Zemsky, one of a select group of scholars who participated in Secretary of Education Margaret Spellings's 2005 Commission on the Future of Higher Education, signed off on the commission's report with reluctance. In Making Reform Work he presents the ideas he believes should have come from that group to forge a practical agenda for change. Zemsky argues that improving higher education will require enlisting faculty leadership, on the one hand, and, on the other, a strategy for changing the higher education system writ large. Directing his attention from what can't be done to what can be done, Zemsky provides numerous suggestions. These include a renewed effort to help students' performance in high schools and a stronger focus on the science of active learning, not just teaching methods. He concludes by suggesting a series of dislodging eventsùfor example, making a three-year baccalaureate the standard undergraduate degree, congressional rethinking of student aid in the wake of the loan scandal, and a change in the rules governing endowmentsùthat could break the gridlock that today holds higher education reform captive. Making Reform Work offers three rules for successful college and university transformation: don't vilify, don't play games, and come to the table with a well-thought-out strategy rather than a sharply worded lamentation.
This anthology places art at the center of meaningful urban education reform. Providing a fresh perspective on urban education, the contributors describe a positive, asset-based community development model designed to tap into the teaching/learning potential already available in urban cities. Rather than focusing on a lack of resources, this innovative approach shows teachers how to use the cultural resources at hand to engage students in the processes of critical, imaginative investigation. Featuring personal narratives that reflect the authors' vast experience and passion for teaching art, this resource: * Offers a new vision for urban schools that reflects current directions of urban renewal and transformation. * Highlights successful models of visual art education for the K 12 classroom. * Describes meaningful, socially concerned teaching practices. *Includes unit plans, a glossary of terms, and online resources. Contributors include Olivia Gude, James Haywood R
At a time in American history when football ruled the American campus and fraternities dominated student life, Frank Aydelotte, through his determination to specialize exclusively in initiating an Honors program of study, accomplished a feat virtually unknown in American higher education. That is, he succeeded in shaping one regional, run of the mill, Quaker school - Swarthmore College - into an intellectually-charged, academically-focused institution able to command national respectability, prestige, and financial support and commit itself to intellectual life at a time when higher education in the United States met with pressures against such change. Under Aydelotte’s leadership, Swarthmore was able to hold out in a period of tremendous expansion of higher education and staggering growth of intercollegiate athletics, “student activities,” and vocational education. While oxymoronic in the early 20th century to suggest to mainstream America that a college would define itself by a commitment to the life of the mind, Aydelotte did just that, indelibly shaping the culture of Swarthmore in a manner so deep-seated as to persist to the present day. The ways in which Swarthmore changed as a college under Aydelotte’s leadership shed light on how change occurs and persists in higher education and how change on a single campus can bring about wide-spread educational reform that affects a nation. Frank Aydelotte returned from his time in England as a Rhodes Scholar fully committed to affording to America’s highest achieving college students the educational experiences that had shaped him while abroad. A complicated combination of idealism and elitism, mixed with a deep reformer’s drive to spread the Oxford gospel in America, led to his focus on pedagogy when he returned to the US. Aydelotte undertook concrete and highly strategic steps toward the long-term goal of introducing to American higher education Oxford-like methods aimed at empowering intellectually-oriented students to excel far beyond the barriers present in American education that resulted from high achievers being held back by the “pace of the average.” This mission became his personal crusade for the rest of his life and played out most vividly on the campus of tiny Swarthmore College where he served as president from 1921 to 1940.