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By the time of the American Revolution, the College of William and Mary was already into its eighth decade as the academic source of what the new nation would become and how it would relate to the larger world. Its land had been surveyed by George Washington, and its first honorary degree had been given to Ben Franklin. It would go on to educate two signers of the Declaration of Independence, three American presidents, and three justices of the Supreme Court. Chartered by British royalty in 1693, the college retains that connection to its roots into the 21st century. Remarkably through history, the College of William and Mary was, and remains, a public university¿one of 16 in the Commonwealth of Virginia. At a time in American history when the 18th-century thought and practice of Thomas Jefferson has become part of the contemporary conversation, the college from which he graduated in 1762 continues to pursue his simple notion that ¿worth and genius [be] sought from every condition of life.¿
Afong Moy is fourteen years old when she’s brought to the United States from Guangzhou Province in 1834. Allegedly the first Chinese woman to set foot on U.S. soil, she has been put on display for the American public as “The Chinese Lady.” For the next half-century, she performs for curious white people, showing them how she eats, what she wears, and the highlight of the event: how she walks with bound feet. As the decades wear on, her celebrated sideshow comes to define and challenge her very sense of identity. Inspired by the true story of Afong Moy’s life, THE CHINESE LADY is a dark, poetic, yet whimsical portrait of America through the eyes of a young Chinese woman.
This book introduces readers to process-based understandings of leadership, providing language and tools for engaging in the leadership process for all involved. This practical book was designed for college student leaders and educators or professionals who work with student leaders on college campuses. However, it is also accessible for high school students and graduate students to reflect on their identity, capacity, and efficacy as leaders. Based on their experiences as leadership educators, the authors offer grounding concepts of leadership and examples illustrating the complexity of culturally relevant leadership learning. Identity (who you are), capacity (your ability), and efficacy (what you do) are important for students to explore leadership development. These three concepts are core to this book, filling a gap in college student development literature by defining, illustrating, and questioning how they matter to leadership learning. Framing leadership as a journey, this resource offers key learning opportunities for students to engage with others through a range of contexts. Each chapter is organized with various features, engaging readers to get the most out of this book. Features include “call-in boxes” to prepare for learning and “pause for considerations” to apply to personal experiences. Chapters conclude with personal reflection questions, discussion questions, and activities to take leadership learning further. The features are designed to be accessible for utilization in classes, organizations, community work, groups, and individual reflection opportunities.
Examines a range of developments related to the "privatization" of public higher education in the United States, including increasing "institutional autonomy, higher tuition, diminishing appropriations, alternative revenue sources such as philanthropy and new business ventures, and modified governance relationships." These developments, in turn, have resulted in an uncertain future for public academic institutions across the country, posing unprecedented questions and challenges for them.--Provided by publisher.
By the time of the American Revolution, the College of William and Mary was already into its eighth decade as the academic source of what the new nation would become and how it would relate to the larger world. Its land had been surveyed by George Washington, and its first honorary degree had been given to Ben Franklin. It would go on to educate two signers of the Declaration of Independence, three American presidents, and three justices of the Supreme Court. Chartered by British royalty in 1693, the college retains that connection to its roots into the 21st century. Remarkably through history, the College of William and Mary was, and remains, a public university--one of 16 in the Commonwealth of Virginia. At a time in American history when the 18th-century thought and practice of Thomas Jefferson has become part of the contemporary conversation, the college from which he graduated in 1762 continues to pursue his simple notion that "worth and genius [be] sought from every condition of life."
America's second oldest higher education institution experienced the full violence of the Civil War, with a wartime destiny of destruction compounded by its strategic location in Virginia's Tidewater region between Union and Confederate lines. This book describes the fate of the College and also explores in-depth the war service of the College's students, faculty, and alumni, ranging from little-known individuals to historically prominent figures such as Winfield Scott, John Tyler, and John J. Crittenden. The College's many contributions to the Civil War and its role in shaping pre- and post-war higher education in the South are fully revealed.