This book is a step-by-step guide for improving student learning in higher education. The authors argue that a fundamental obstacle to improvement is that higher educators, administrators, and ...assessment professionals do not know how to improve student learning at scale. By this they mean improvement efforts that span an entire program, affecting all affiliated students. The authors found that faculty and administrators particularly struggle to conceptualize and implement multi-section, multi-course improvement efforts. It is unsurprising that ambitious, wide-reaching improvement efforts like these would pose difficulty in their organization and implementation. This is precisely the problem the authors address. The book provides practical strategies for learning improvement, enabling faculty to collaborate, and integrating leadership, social dynamics, curriculum, pedagogy, assessment, and faculty development. In Chapter 2, the authors tell a program-level improvement story from the perspective of a faculty member. Chapter 3 inverts Chapter 2. Beginning from the re-assess stage, the authors work their way back to the individual faculty member first pondering whether she can do something to impact students' skills. They peel back each layer of the process and imagine how learning improvement efforts might be thwarted at each stage. Chapters 4 through 9 dig deeper into the learning improvement steps introduced in Chapters 2 and 3. Each chapter provides strategies to help higher educators climb each step successfully. Chapter 10 paints a picture of what higher education could look like in 2041 if learning improvement were embraced. And, finally, Chapter 11 describes what you can do to support the movement.
Shaping Your Career Haviland, Don; Ortiz, Anna M.; Henriques, Laura
2017, 2023-07-03, 2017-10-31, 2017-10-19
eBook
Going beyond providing you with the tools, strategies, and approaches that you need to navigate the complexity of academic life, Don Haviland, Anna Ortiz, and Laura Henriques offer an empowering ...framework for taking ownership of and becoming an active agent in shaping your career.This book recognizes, as its point of departure, that faculty are rarely prepared for the range of roles they need to play or the varied institutions in which they may work, let alone understand how to navigate institutional context, manage the politics of academe, develop positive professional relationships, align individual goals with institutional expectations, or possess the time management skills to juggle the conflicting demands on their time.The book is infused by the authors' love for what they do while also recognizing the challenging nature of their work. In demonstrating how you can manage your career, they weave in the personal and institutional dimensions of their experience and offer vignettes from their longitudinal study of pre-tenure faculty to illustrate typical issues you may have to contend with, and normalize many of the concerns you may face as a new member of the academy. This book offers you:
The resources, tips, and strategies to develop a strong, healthy career as a faculty member
Empowerment- you take ownership of and become an active agent in shaping your career
Advice and strategies to help women and members of traditionally underrepresented racial and ethnic groups navigate institutional structures that affect them differently
An understanding of the changing nature of academic work, and of how to grow and succeed in this new environment
While explicitly addressed to early career faculty, this book's message of empowerment is of equal utility for full-time faculty, both tenure-track and non-tenure track, and can usefully serve as a text for graduate courses. Department chairs, deans, and faculty developers will find it a useful resource to offer their new
Faculty MENTORING Phillips, Susan L.; Dennison, Susan T.
2015, 2023-07-03, 2015-08-13
eBook
Faculty mentoring programs greatly benefit the institutions that have instituted them, and are effective in attracting and retaining good faculty. Prospective faculty members commonly ask about ...mentoring at on-campus interviews, and indicate that it is a consideration when choosing a position. Mentoring programs also increase the retention rate of junior faculty, greatly reducing recruitment costs, and particularly help integrate women, minority and international faculty members into the institution, while providing all new hires with an orientation to the culture, mission and identity of the college or university. The book provides step-by-step guidelines for setting up, planning, and facilitating mentoring programs for new faculty members, whether one-on-one, or using a successful group model developed and refined over twenty-five years by the authors. While it offers detailed guidance on instituting such programs at the departmental level, it also makes the case for establishing school or institutional level programs, and delineates the considerable benefits and economies of scale these can achieve. The authors provide guidance for mentors and mentees on developing group mentoring and individual mentor / protégé relationships - the corresponding chapters being available online for separate purchase; as well as detailed outlines and advice to department chairs, administrators and facilitators on how to establish and conduct institution-wide group mentoring programs, and apply or modify the material to meet their specific needs. For training and faculty development purposes, we also offer two chapters as individual e-booklets. Each respectively provides a succinct summary of the roles and expectations of the roles of Mentor and Mentee. Faculty Mentoring / Mentor GuideFaculty Mentoring / Mentee GuideThe booklets are affordably priced, and intended for individual purchase by mentors and mentees, and are only available through our Web site.
Many of the current challenges facing institutions of higher education require a shift in thinking, practice, and approaches to change. The changing nature of college students, along with increased ...emphasis on student learning outcomes, have institutions seeking to effect improvements in the instructional practices of faculty members. Establishing a robust model of faculty peer coaching can accelerate improvement efforts that strive to create engaging higher education classrooms centered on inclusive and equitable teaching practices, which more effectively meet the needs of an increasingly diverse student body.Informed by research and experience, this book is a guide to developing, launching, and refining faculty peer coaching initiatives in higher education with the goal of improving instructional practice and student learning outcomes. Peer coaching is a collaborative, reciprocal practice where faculty members observe, reflect, and improve their instructional practices leading to increased learning for all students. Research has shown that peer coaching can positively impact teaching practices, especially when coupled with other professional learning. This book provides a rationale for peer coaching as an effective strategy for faculty development, outlines a model for peer coaching, and supplies readers with support in the creation of a robust peer coaching initiative in institutions of higher education. Peer coaching has the potential for significant culture and community change for faculty members which can lead to improved student learning.
This book focuses on the status and work of full-time non-tenure-track faculty (NTTF) whose ranks are increasing as tenure track faculty (TTF) make up a smaller percentage of the professoriate. NTTF ...experience highly uneven and conditional access to collegiality, are often excluded from decision-making spaces, and receive limited respect from their TTF colleagues because of outdated notions that link perceived expertise almost exclusively to scholarship. The result is often a sub-class of faculty marginalized in their departments, which reduces the inclusion of diverse voices in academic governance, professional relationships, and student learning. Given these implications, the authors ask, how can departments, institutions, and the profession do more to engage NTTF as full and active colleagues? The limited access of NTTF to the rights and responsibilities of collegiality harms institutional success in several ways. Given the full-time nature of their work and the heavy (but not exclusive) focus on instruction, NTTF are likely to be on campus as much or more than TTF, and thus be engaged with students, colleagues, and administrators in ways that more closely resemble TTF than part-time faculty. Their limited access to collegial spaces makes it harder for them to do their jobs by restricting access to information and input into decision-making. Moreover, since the greatest growth among women faculty and faculty of color is in NTTF roles, their exclusion from collegiality and decision-making negates the very diversity the profession claims to seek. Finally, colleges and universities face financial, curricular, and organizational challenges which require broad input, although the burden of governance is falling on fewer shoulders as the percentage of TTF declines and NTTF are excluded from these spaces. Ultimately, NTTF must be engaged as partners and colleagues in supporting institutional health. This book - the fruit of extensive data collection at two institution
This research is motivated by the perception of Andalas University academics towards veiled female students who disagree with the use of the veil. This study aims to determine the perception of the ...academics of Andalas University towards veiled female students from the aspects of knowledge, attitudes and actions. The study was conducted using a quantitative approach with descriptive analysis design. The population in the study were students and lecturers at Andalas University from five faculties. The sample taken amounted to 380 people consisting of lecturers and students, using the proportionate random sampling technique and in collecting data using a questionnaire. The theory used is Functional Structure pioneered by Emile Durkheim, which is classified as a social fact. In analyzing this functionalist theory, society is a system consisting of interconnected, related and balanced parts, then all social structures are integrated into a unity and have a function that different but still creates order and the whole elements will adapt to each other's changes in society both internal and external. This social fact is a way of thinking, a way of feeling, a way of acting, a way of being that is outside the individual (external), general, and coercive that can explain the perception of the academics of Andalas University towards veiled female students who are social facts. The average score (mean) is 3.72 where this score shows the perception of Andalas University academic community towards veiled students on a positive or good interval scale, which is seen from the level of knowledge, attitudes and actions.
The first decade of the 21st century brought major challenges to higher education, all of which have implications for and impact the future of faculty professional development. This volume provides ...the field with an important snapshot of faculty development structures, priorities and practices in a period of change, and uses the collective wisdom of those engaged with teaching, learning, and faculty development centers and programs to identify important new directions for practice. Building on their previous study of a decade ago, published under the title of Creating the Future of Faculty Development, the authors explore questions of professional preparation and pathways, programmatic priorities, collaboration, and assessment. Since the publication of this earlier study, the pressures on faculty development have only escalated-demands for greater accountability from regional and disciplinary accreditors, fiscal constraints, increasing diversity in types of faculty appointments, and expansion of new technologies for research and teaching. Centers have been asked to address a wider range of institutional issues and priorities based on these challenges. How have they responded and what strategies should centers be considering? These are the questions this book addresses.For this new study the authors re-surveyed faculty developers on perceived priorities for the field as well as practices and services offered. They also examined more deeply than the earlier study the organization of faculty development, including characteristics of directors; operating budgets and staffing levels of centers; and patterns of collaboration, re-organization and consolidation. In doing so they elicited information on centers' "signature programs," and the ways that they assess the impact of their programs on teaching and learning and other key outcomes. What emerges from the findings are what the authors term a new Age of Evidence, influenced by heightened stakeholder interest in the o
Co-published with ACE. This book addresses the critical and looming issue of retirement in higher education as the cohort of boomer generation faculty come to the close of their careers. On the one ...hand institutions need to replenish themselves, and so need older employees to retire. On the other, mass retirements can decimate departments, creating the need for mass hirings that will create another crisis in the future. At the same time, with the elimination of mandatory retirement, many faculty are working on into and beyond their seventies because they feel they still have much to contribute, because their identities are closely tied to their work, because they wish to remain connected to their institutions, or for financial reasons. Given institutions' legal constraints and planning exigencies, and faculties' varied motivations, what are the options that can satisfy the needs of both parties? This book presents a range of examples of how institutions of all types and sizes are addressing these dilemmas, and how faculty members have helped create or shape policies that address their needs and allow them to continue to play meaningful roles at their institutions. The contributors describe practices that address the concerns of those already nearing or in retirement, propose approaches to creating opportunities to start these sensitive discussions and address financial planning at early career stages, and outline strategies for developing clear structures and policies and communication so that individuals have a full understanding of their options as they make life-changing decisions. This book presents models from fifteen colleges and universities identified by the American Council on Education through a competition for having developed innovative and effective ways to help faculty transition into retirement. It offers clear messages about the need for greater transparency in addressing retirement and transitions, for better communication, and for close coordinatio
This book is intended for faculty and faculty developers, as well as for deans, chairs, and directors responsible for promoting teaching and learning in higher education. Intentionally non-technical, ...it engages readers reflectively with a process for developing teaching and details the planning necessary to apply this process to teaching within disciplines. The book centers on McGill University's week-long Course Design and Teaching Workshop that the contributors have offered together for more than ten years. It follows the five day format of the workshop-covering the analysis of course content, conceptions of learning, the selection of appropriate teaching strategies, the evaluation of student learning, and evaluation of teaching-in a way that reflects the spontaneity of the debates it has engendered and the workshop's evolutionary changes. The structure shows faculty members conceptualizing new courses or re-examining their teaching of existing courses, and translating the insights gained from the workshop to specific disciplinary content and learning outcomes. In addition four previous participants of the workshop write about its influence on their personal thinking about the practice of teaching. The final two chapters describe the structure and evolving role of McGill's Centre for University Teaching and Learning. The authors describe its objectives in fostering an evidence-based teaching culture and providing a practical support structure with limited resources. They highlight achievements in disseminating teaching expertise across their campus, and their vision for the future role of faculty development. This book provides faculty developers and administrators with valuable non-prescriptive models and challenging ideas that promote faculty development in general and university teaching in particular. It engages faculty members in the process of course design in a way that is learning centered and can lead to deep student learning.
No other teaching experience will feel quite like the first time an instructor walks into a classroom to face a class of students. This book is a wise and friendly guide for new faculty and graduate ...student instructors who are about to teach for the first time. It provides an introduction to the theory of teaching; describes proven strategies and activities for engaging students in their learning; and offers advice on classroom management, syllabus creation, grading, assessment, and discipline issues, among other topics. It prepares readers for a confident start as teachers, and gives them a firm foundation on which to develop their skills and personal classroom styles. The author breaks teaching down into its component elements and tasks to enable graduate student instructors to identify their particular responsibilities, and learn about what works and does not. They will also benefit from reading the book as a whole as it sets their work in the context of course objectives and learning theory. For new faculty this engaging book provides a solid basis from which to develop their skills and personal styles as teachers; and offers guidance on documenting their classroom success for the purposes of promotion and tenure. For graduate student instructors, the book is a companion that will give them confidence and pleasure in teaching, and stand them in good stead if they decide on a in any future career in academe.
