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A cultural study of shared governanc...

Dossett, Gordon.

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A cultural study of shared governance at two community colleges.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A cultural study of shared governance at two community colleges./
作者:	Dossett, Gordon.
面頁冊數:	281 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2124.
Contained By:	Dissertation Abstracts International66-06A.
標題:	Education, Higher. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3180317
ISBN:	054220374X

A cultural study of shared governance at two community colleges.
Dossett, Gordon.

A cultural study of shared governance at two community colleges. - 281 p.

Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2124.

Thesis (Ph.D.)--University of Southern California, 2005.

Despite its increasing importance, college governance has been the subject of little empirical research. To offer insight into effective governance, this exploratory study used the cultural framework advanced by Tierney (1988), supplemented by an additional concept, trust. Based on case studies of two California community colleges, the study found that the college classified as effectively governed offered several significant differences from the college classified as ineffectively governed.

ISBN: 054220374XSubjects--Topical Terms:

543175
Education, Higher.

A cultural study of shared governance at two community colleges.
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520 $a Despite its increasing importance, college governance has been the subject of little empirical research. To offer insight into effective governance, this exploratory study used the cultural framework advanced by Tierney (1988), supplemented by an additional concept, trust. Based on case studies of two California community colleges, the study found that the college classified as effectively governed offered several significant differences from the college classified as ineffectively governed.
520 $a A culture of effective governance included a strong sense of identification with the college; decision-making that rested on shared values; widespread formal communication among faculty and administration; and use of informal communication channels among faculty leaders and senior administrators. Especially important were leadership and trust. The president empowered others, successfully advocated for the campus, and showed commitment to the college, partly from his long tenure. The president's trustworthy actions over years were crucial in establishing a climate in which the college could take urgent action. In addition to suggestions to investigate further the cultural concepts used for this research, the study offered suggestions for practice, urging colleges to insure longevity in senior administration and to re-evaluate approaches to presidential searches.
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