Details
A Toolkit for Provosts
A Series of Real Stories and Case Studies|
CHF 25.00 |
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| Verlag: | Rowman & Littlefield Publishers |
| Format: | EPUB |
| Veröffentl.: | 30.06.2020 |
| ISBN/EAN: | 9781475848090 |
| Sprache: | englisch |
| Anzahl Seiten: | 140 |
DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.
Beschreibungen
<span>The book provides case studies for reflection in a broad array of situations that that provosts must deal with. The short scenarios and case studies are useful for thinking about problems or issues in advance and considering options that might be available. When analyzing circumstances, readers may find it useful to identify setting aspects that apply to their institutions.</span>
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<span>While there are differences in involvement, actions and outcomes, each case provides multiple connectors and situational insights for a provost. The book presents tips on deciding to become a provost, interviewing successfully, and managing the “honeymoon” period in a new position. It addresses challenges unique to the provost, such as balancing academic and institutional priorities or leading from a perspective of diversity. Questions on assessing the “fit” of your team and creating a shared vision of academic affairs are probed through example.</span>
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<span>Collaborations across other divisions of the university and the provost’s role in shared governance guide the reader to examine how to lead change. Leading change is having a vision for the academy and provosts are agents of power outside of their own institutions who shape the dialog of future higher education. </span>
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<span>While there are differences in involvement, actions and outcomes, each case provides multiple connectors and situational insights for a provost. The book presents tips on deciding to become a provost, interviewing successfully, and managing the “honeymoon” period in a new position. It addresses challenges unique to the provost, such as balancing academic and institutional priorities or leading from a perspective of diversity. Questions on assessing the “fit” of your team and creating a shared vision of academic affairs are probed through example.</span>
<br>
<br>
<br>
<br>
<span>Collaborations across other divisions of the university and the provost’s role in shared governance guide the reader to examine how to lead change. Leading change is having a vision for the academy and provosts are agents of power outside of their own institutions who shape the dialog of future higher education. </span>
<span>The book provides case studies for reflection in a broad array of situations that that provosts must deal with. </span>
<span>Acknowledgments</span>
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<br>
<span>Preface</span>
<br>
<br>
<span>Introduction</span>
<br>
<br>
<span>Chapter 1: Preparing for the provost position</span>
<br>
<br>
<span>Chapter 2: Arriving on campus</span>
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<span>Chapter 3: Leading through diverse lenses</span>
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<span>Chapter 4: Balancing academic and institutional priorities </span>
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<br>
<span>Chapter 5: Assessing the fit of your team</span>
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<span>Chapter 6: Collaborations across other university divisions</span>
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<span>Chapter 7: Supporting and mentoring the deans</span>
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<span>Chapter 8: Provost and dean in faculty issues</span>
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<span>Chapter 9: The provost's role in shared governance</span>
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<br>
<span>Chapter 10: Leading change</span>
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<br>
<span>About the authors</span>
<br>
<br>
<span>Preface</span>
<br>
<br>
<span>Introduction</span>
<br>
<br>
<span>Chapter 1: Preparing for the provost position</span>
<br>
<br>
<span>Chapter 2: Arriving on campus</span>
<br>
<br>
<span>Chapter 3: Leading through diverse lenses</span>
<br>
<br>
<span>Chapter 4: Balancing academic and institutional priorities </span>
<br>
<br>
<span>Chapter 5: Assessing the fit of your team</span>
<br>
<br>
<span>Chapter 6: Collaborations across other university divisions</span>
<br>
<br>
<span>Chapter 7: Supporting and mentoring the deans</span>
<br>
<br>
<span>Chapter 8: Provost and dean in faculty issues</span>
<br>
<br>
<span>Chapter 9: The provost's role in shared governance</span>
<br>
<br>
<span>Chapter 10: Leading change</span>
<br>
<br>
<span>About the authors</span>
<span>Dr. Patricia Mosto</span>
<span> has extensive environmental science experience. She has been the Chair of the Biological Sciences Department, the Interim Associate Provost for Academic Affairs, and the Associate Dean for the College of Liberal Arts and Sciences at Rowan University, and later joint Rider University as the Dean of the College of Liberal Arts, Education, and Sciences in 2009. She is now retired but continue teaching at NOVA</span>
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<span>Gail M. Simmons</span>
<span> has served as a faculty member, dean, and provost at both public and private institutions in the Greater New York area. She is the past provost and currently Professor of Biology at Hofstra University on Long Island.</span>
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<span>Brian R. McGee</span>
<span> currently is President of Quincy University in Illinois. He has had several previous academic and administrative positions, including several years as Provost and Executive Vice President for Academic Affairs at the College of Charleston in South Carolina. </span>
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<span>Dianne Dorland</span>
<span> has industrial experience, and held faculty, department chair and dean positions at public institutions in Minnesota and New Jersey. She is retired.</span>
<span> has extensive environmental science experience. She has been the Chair of the Biological Sciences Department, the Interim Associate Provost for Academic Affairs, and the Associate Dean for the College of Liberal Arts and Sciences at Rowan University, and later joint Rider University as the Dean of the College of Liberal Arts, Education, and Sciences in 2009. She is now retired but continue teaching at NOVA</span>
<br>
<br>
<br>
<br>
<span>Gail M. Simmons</span>
<span> has served as a faculty member, dean, and provost at both public and private institutions in the Greater New York area. She is the past provost and currently Professor of Biology at Hofstra University on Long Island.</span>
<br>
<br>
<br>
<br>
<span>Brian R. McGee</span>
<span> currently is President of Quincy University in Illinois. He has had several previous academic and administrative positions, including several years as Provost and Executive Vice President for Academic Affairs at the College of Charleston in South Carolina. </span>
<br>
<br>
<br>
<br>
<span>Dianne Dorland</span>
<span> has industrial experience, and held faculty, department chair and dean positions at public institutions in Minnesota and New Jersey. She is retired.</span>
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