Perceptions of Contemporary Governance in Community Colleges: An Empirical Study

Reyes, Pedro; Twombly, Susan B.

doi:10.1177/009155218601400301

Cited by 10 publications

(7 citation statements)

References 6 publications

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“…Therefore, the ability of the chair to effectively manage decreased or restricted fiscal resources is paramount to institutional effectiveness and survival. Reyes and Twombly (1987) indicated that the general understanding of the dynamics and governance of community colleges is limited. Although they noticed a sense of advocating participatory decision making, they suggested that the community college is organized around the idea and structure of a local high school.…”

Section: Background Of the Studymentioning

confidence: 99%

Managing Scarce Resources in the Community College: Strategies for the Department Chair

Miller

Benton

Vacik

1998

Community College Journal of Research and Practice

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In recent years, the community college and higher education in general has witnessed a decrease in funding at the federal, state, and local levels. Community colleges, in turn, have called on the departmental level administrator to deal with the problem of real or impending budget reductions. Therefore, fiscal management has become one of the primary tasks of these mid-level administrators. The present study examined how specific strategies might be utilized by department chairs to better manage scarce resources while maintaining or enhancing program quality. A sample of 50 department chairs was selected to take part in a 3-round Delphi survey to determine effective resource management. Strategies advocated by the respondents as effective for resource management include addressing issues of human resource management jointly with fiscal issues and relying more heavily on academic program planning at the departmental level. Short-term answers to scarce resource management, such as reduced program offerings and longer work hours, were viewed as problematic and not the solution to maintaining quality programs.Community and junior colleges have assumed responsibility for providing postsecondary education opportunities to over half of all college students. In the provision of these educational opportunities, two-year colleges have been noted as the innovative and dynamic leaders in both vocational and avocational education. Additionally, work in distance learning, technologies and programs, continuing professional education, and community service programs serve as indicators of the continued growth and expansion of community colleges. Consistent with these trends, the community college sector of higher education anticipates continued expansion during the next decade.

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Section: Background Of the Studymentioning

confidence: 99%

Managing Scarce Resources in the Community College: Strategies for the Department Chair

Miller

Benton

Vacik

1998

Community College Journal of Research and Practice

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“…Reyes and Twombly (1987), for example, have noted the dominance of the bureaucratic model of governance in community colleges, where the collegial model of governance, one more supportive of faculty efforts, has been limited in use.…”

Section: Background Of the Studymentioning

confidence: 99%

Orientation Program Considerations for New Community College Faculty

Miller

Nadler

1994

Community College Journal of Research and Practice

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The roles and expectations of community college faculty members have grown more complex as their institutions change to meet the needs of their respective communities. Whereas faculty development programs have assisted in the creation of programs and strategies to help faculty cope with change, the initial orientation of faculty to their college proves to be vital to their performance, success, and length of tenure. This study was designed to supply an understanding of community college faculty perceptions of the objectives for faculty orientation programs, using a revision of the Council for the Advancement of Standards student orientation program objectives. The primary rationale for faculty orientation was found to be the assistance of new faculty in understanding the mission of their specific institution. General responses indicated high expectations for faculty orientation programs, and responses also indicated that programs were not intended to serve as retention activities.Community college faculty members have been placed in an increasingly vague professional position. Ambiguity over role expectations, rewards, and the institutional culture detract from the perceived primary role of education delivery (Hawthorne, 1991).Community college faculty members are expected to play a number of different roles ranging from business trainers and student advisors to academic planners and technology managers. In fulfilling these roles, faculty members have come to rely on a host of strategies, some formally defined by the institution in the shape of faculty development and some informally relegated to individual efforts. To many faculty members' dismay, however, few community colleges offer formal new faculty orientation programs that address needs such as coping with role ambiguity and change.

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“…Implications of the studies in this section are that differences exist regarding faculty and administrator perceptions of institutional decision-making (Drummond & Reitsch, 1995;Hodgkinson, 1974;Martin & Samels, 1994;Rawls, 1998;Reiten, 1992;Reyes & Twombly, 1987;Weaver, 1977 …”

Section: Type Of Institutional Decision Makingmentioning

confidence: 98%

“…Research results indicated that community college senates showed apparent success. Reyes and Twombly (1987) examined the mode of governance in community colleges as perceived by community college presidents, deans, chairpersons, and faculty.…”

Section: Type Of Institutional Decision Makingmentioning

confidence: 99%

A comparison of faculty and administrator perceptions of the merger of Kentucky's community colleges and vocational/technical institutes.

Warren¹

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who taught me a love of education, instilled in me a passion for life-long learning, and gave me roots and wings.This dissertation is also dedicated to the memories of my late grandmothers The 33.7 percent total return rate for this study was consistent within the acceptable range described in the research literature. The results of the study suggested that administrators maintained a more positive view of the merger than faculty.A one-way analysis of variance (ANOVA) was used to test the null hypothesis for the first question that there was no difference in the perception of merger, withPerception of Merger as the dependent variable and respondent status, faculty or administrator, as the independent variables. Administrators had a significantly higher mean score than faculty; therefore, the null hypothesis was rejected. Administrators maintained significantly more positive perceptions of the merger compared to faculty.For the second research question, a multivariate analysis of variance (MANOVA) was performed with the six indices of perception, type, depth, support, involvement, and motivation as dependent variables. The MANOV A confirmed that the administrators had

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Perceptions of Contemporary Governance in Community Colleges: An Empirical Study

Cited by 10 publications

References 6 publications

Managing Scarce Resources in the Community College: Strategies for the Department Chair

Managing Scarce Resources in the Community College: Strategies for the Department Chair

Orientation Program Considerations for New Community College Faculty

A comparison of faculty and administrator perceptions of the merger of Kentucky's community colleges and vocational/technical institutes.

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