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First published in 1992, this book is about making connections that may lead towards a new professionalism, since the past several decades have given rise mainly to new kinds of specialists in the areas of programming, evaluation, and participation. The implications for such integration are far reaching, with profound future effects on the physical environment, the design professions, and the education of designers. The book is split into four sections dealing with facility programming, several forms of evaluation, participatory design, and the application of Theory Z principles. This book will be of interest to students of architecture and design.
Higher education leaders and their teams should always seek to add value to their decision-making processes. Planning, Policy, and Politics in Higher Education: Tools to Help Leaders Make Strategic Choices provides a strategic decision-making model and specific tools to help maximize the opportunities for making successful choices. The model was introduced by Dr. Anderes in the book Navigating Through Turbulent Times: Applying a System and University Strategic Decision Making Model. It is built on the use of new tools, including a planning and assessment framework, future scans, an issue analysis inventory, and decision matrix. The new tools in combination with a strong strategic planning process, transparency for all constituencies, and high quality information focused on the future and globally gives leaders the greatest opportunity to make thoughtful choices aligned with their primary goals. The strategic decision-making model consists of six components: 1) Creating an organizational mentality committed to strategic thinking, 2) maximizing the amount of high quality historical data and information for analyses to inform decision makers, 3) routinizing the use of globalized scans of the future integrated with other decision-making information, 4) supporting ongoing strategic planning processes, 5) ensuring transparency to incorporate all key constituencies in planning, and 6) implementing a planning and assessment framework that allows leaders to weigh and filter information into thoughtfully constructed strategic alternatives and action plans. The success of the model is based on the integration of all components, with strategic thinking permeating all aspects of decision making. Board, system, and university leaders and their teams will benefit from the use of the strategic decision-making model in crafting well-informed choices. They will have greater confidence in supporting those choices to the myriad internal and external constituencies they serve. The planning outcomes will be derived from a set of new and expanded resources that provide greater organizational certainty in the final choices. The certainty in the choices will be based on the exhaustive use of the tools in translating strategies into key outcomes and the increased capacity to measure success in meeting board and institutional goals.
The Journal of School Public Relations is a quarterly publication providing research, analysis, case studies and descriptions of best practices in six critical areas of school administration: public relations, school and community relations, community education, communication, conflict management/resolution, and human resources management.
This collection of essays focuses on the importance of accurate and timely information for effective decision making. First, Ivan Lach considers the proliferation of statewide planning and policy formation and discusses problems with and ways to improve statewide research. Next, Cheryl Opacinch focuses on decision making for federal postsecondary policy, discussing strategies for influencing the policy-making process by improving the use of community college research. After tracing trends in two-year college research, William Ramsey presents plans for action to involve research as a tool in the development of a master plan. Joseph Rossmeier places his discussion of information resource management in the context of the growing importance of computers, the role of information as a primary institutional asset, and a hierarchy of information needs. M. Kathryne Baratta examines the use of student data in planning and for better management. The utilization of student information systems is further discussed by Toni Hall and Jim Reed, who recommend a planned approach to student follow-up, strategies for organizing research and promoting data utilization, and ways that decision makers should use student information. Mike Stevenson and Dan Walleri present nine guidelines for financial decision making in a period of retrenchment. Mantha Mehallis deals with the improvement of decision making through institutional research. Finally, Donna Dzierlenga cites relevant ERIC documents. (AYC)