新西兰代写assignment 印第安纳教育

2021-01-15 20:46

今天，印第安纳大学教育学院的高等教育研究中心，出版卡内基分类基于统计数据来自联邦政府的爱浦多统计学位完成和授与分类这些机构“学士学位大学”或“硕士学院或大学,”,部门之间的两个定义落在授予不到50每年20硕士学位或博士学位(卡内基高等教育机构分类留言。)。根据2015年的数据，4665所大学中有572所在管理方面属于学士学位学院类别，四年制大学通常是私立学校，因此由董事会或受托人控制，他们是学校名义上的所有者。美国大学教授协会关于机构管理的声明是大多数决策的标准，尤其是在四年制大学。它列出了委员会的角色:关注院校的未来，并确保院校履行其使命;总统-担任首席战略官和首席执行官;以及教员——监督课程设置、教学、教员地位以及学生与教育的互动(美国大学教授协会1966年)。虽然这种共同治理是一种规范，但学院的实际权力中心可能会随着时间的推移而起起落落，尤其是在危机或变革时期。首先，受托人可能在机构的决策中扮演一个参与者的角色，导致受托人激进主义，他们的焦点是他们的利益或特权，而不是教员。另一方面，强势的总统模式可能存在，在这种模式下，决策是由行政人员自上而下做出的，而不是集体做出的..

新西兰代写assignment 印第安纳教育

 Today, the Center for Postsecondary Research at the Indiana University School of Education, which publishes the Carnegie Classifications based on statistics derived from the federal government’s IPEDS statistics on degree completion and conferral categorizes most of these institutions as “Baccalaureate Colleges” or “Master’s Colleges or Universities,” where the division between the two definitions falls at awarding fewer than 50 masters degrees or 20 doctoral degrees annually  (The Carnegie Classification of Institutions of Higher Education, n.d.).  Using, the 2015 data, 572 of the 4665 institutions listed fell into the Baccalaureate Colleges category In terms of governance, Four-Year Colleges generally are private institutions, and as such, are controlled by a board of directors or trustees, who are the nominal owners of the institution.  The American Association of University Professors statement on governance of institutions serves as the standard for most decision-making, especially at Four-Year Colleges.  It lays out the roles of the Board – to focus on the future of the institution and ensure it is meeting its mission; the President – to serve as the chief strategic and executive officer; and the faculty – to oversee the curriculum, instruction, faculty status, and students’ interaction with the education (American Association of University Professors 1966).  While this shared governance is the norm, the actual locus of power over the college or may ebb and flow over time, especially in times of crisis or change.  First, trustees may take an involved role in the decision-making of the institution leading to trustee activism where their focus is on their interests or prerogatives instead of the faculty.  On the other hand, a strong president model may exist where decisions are made from the top down through administrators rather than collectively.

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