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Researcher: Michael Healy

a study of select institutional a dministrators at public research universities and their understanding of and affect u pon the culture of accountability. Researcher: Michael Healy . v alue of the study.

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Researcher: Michael Healy

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  1. a study of select institutional administrators at public research universities and their understanding of and affect upon the culture of accountability Researcher: Michael Healy

  2. value of the study In todays environment higher education is responding to challenges in affordability, access, and accountability, which must be handled correctly in order to “preserve and sustain high quality in the public academic enterprise” (Nettles & Cole, 2001, pp. 189). The value of this study is that it focuses on accountability, which is “vital to ensuring the success” of access and affordability, as well as for the overall public academic enterprise (United States Department of Education, 2006, pp. 4). The intention is that this study will provide useful insight for institutional administrators to use in order to address the concept of accountability on campus.

  3. Fundamental research problem: There is the need to properly explain how institutional administrators understand and affect the culture of accountability on campus as there is limited knowledge concerning this specific aspect of accountability.

  4. Justification of study In order to adhere to the consistently growing calls for accountability, institutions must develop a culture of accountability, however, developing this culture can be extremely difficulty. First, the concept of accountability can mean many things for different personnel and stakeholders within higher education (DuBois, 2006). Second, the affects that individuals have upon accountability on campus can vary greatly. Third, developing or “Changing an institutional culture is a complex undertaking”, and can require an “array of new processes and structures to be created” (Morst, 2000, pp. 18). Institutional administrators working to develop this culture need to have an understanding of the challenges, which will allow them to adequately develop this culture.

  5. purposestatement The purpose of this study is to determine how select institutional administrators at public research universities understand and affect the culture of accountability on campus.

  6. Research Questions What does accountability mean to different institutional administrators on campus (president, senior vice presidents, deans, and chairs)?How do institutional administrators (president, senior vice presidents, deans, and chairs) individually affect the concept of accountability on campus?How do institutional administrators (president, senior vice presidents, deans, and chairs) work together in addressing the concept of accountability on campus?How does an institution develop a successful culture of accountability on campus?

  7. targeted audience The target audience for this study are institutional administrators (presidents, senior vice presidents, deans, and chairs), as the data and information is directly meant to assist these administrators in effectively and successfully developing a culture of accountability on campus.

  8. bibliography to date • Alexander, F. K. (2000). The Changing Face of Accountability: Monitoring andAssessing Institutional Performance in Higher Education. The Journal ofHigher Education, 71 (4),411-431. Retrieved from EBSCOhost. • Burke, J.C. (2004). The Many Faces of Accountability. In J.C. Burke (Ed.), Achieving Accountability in Higher Education: Balancing Public, Academic, and Market Demands(pp.1-24). San Francisco, CA: Jossey-Boss. • DuBois, G. (Fall 2006). Developing an Accountability Agenda with College Presidents: A Chancellor’s View. New Directions for Higher Education, 2006(135), 95-101. Retrieved from EBSCOhost. • Harbour, C. & Nagy, P. (2005). Assessing A State-Mandated Institutional Accountability Program: The Perceptions of Selected Community College Leaders. Community College Journal of Research and Practice 29(6), 445-461. Retrieved from EBSCOhost. • Heller, D. (Ed.). (2001). The States and Public Higher Education Policy: Affordability, Access and Accountability. Baltimore, MD; The Johns Hopkins University Press.

  9. bibliography to date • Keller, C., & Hammang, J. (Fall 2008). The Voluntary System of Accountability for Accountability and Institutional Assessment.New Directions for Institutional Research. 2008(S1), 39-48. Retrieved from http://onlinelibrary.wiley.com/doi/10.1002/ir.260/pdf. • Kezar, A. & Eckel, P. (July/August 2002). The Effect of Institutional Culture on Change Strategies in Higher Education: Universal Principles or Culturally Responsive Concepts. The Journal of Higher Education, 73(4), 435-460. Retrieved from Project MUSE. • Kirby, P., Paradise, L., & King, M. (May/June 1992). Extraordinary Leaders in Education:Understanding Transformational Leadership. Journal of EducationalResearch,85 (5), 303-311. Retrieved from ERIC. • Middaugh, M. (Winter 2007). Creating a Culture of Evidence: Academic Accountability at the Institutional Level. New Directions for Higher Education, 2007(140), 15-28. Retrieved from EBSCOhost. • Morest, V. S. (Fall 2009). Accountability, Accreditation, and Continuous Improvement: Building a Culture of Evidence. New Directions for Institutional Research, 2009(143), 17-27. Retrieved from EBSCOhost.

  10. bibliography to date • Nettles, M., & Cole, J. (2001). A Study in Tension: State Assessment and Public Colleges and Universities. In D.E. Heller (Ed.), The States and Public Higher Education Policy: Affordability, Access, and Accountability(pp. 198-218). Baltimore, MD; The Johns Hopkins University Press. • Rich, D. (Summer 2006). Academic Leadership and the Restructuring of Higher Education. New Directions for Higher Education, 2006 (134), 37-48. Retrieved from http://onlinelibrary.wiley.com/doi/10.1002/he.215/pdf. • Roush, J. A., & Peterson, V. T. (Spring 2004). The Buck Stops Here: Accountability in the Presidents Office. ThePresidency, 7(2), 24-28. Retrieved from EBSCOhost. • Toma, J. D. (2007). Expanding Peripheral Activities, Increasing Accountability Demands and Reconsidering Governance in US Higher Education. Higher Education Research & Development, (26)1, 57-72. Retrieved from ERIC. • United States Department of Education. (2006). A Test of Leadership: Charting the Future of U.S. Higher Education.  Retrieved fromwww2.ed.gov/about/bdscomm/list/hiedfuture/reports/pre-pub-report.pdf. • Welsh, J., & Metcalf, J. (2003). Administrative Support for Institutional Effectiveness Activities: Responses to the New Accountability. Journal of Higher Education Policy and Management, 25(2), 183-193. Retrieved from EBSCOhost.

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