ROPS 2013

A PROVOST FOR PROFESSIONAL SCHOOLS AND COLLEGES

C. Judson King
2013

From 1972 to 1994, the academic administrative structure of the Berkeley campus of the University of California was unusual, in that it involved two Provosts, one who was also Dean of the College of Letters and Science, and another who was responsible for the remainder of the academic units, which were for the most part professional schools and colleges. The nature of the Provost – Professional Schools and Colleges position is explored, along with some of the issues addressed by the position and the relative advantages and disadvantages of the dual-provost structure.

INTERNAL STAFF ALLOCATION AND THE CHANGING WORKLOAD OF JAPANESE PROFESSORIATE: A Multilevel Statistical Analysis with Simulations

Satoshi P. Watanabe
Masataka Murasawa
Yasumi Abe
2013

The increasingly competitive and globalizing environment of today’s higher education market has compelled many colleges and universities around the world to revamp their academic programs and organizational structures by responsively addressing various contemporary issues raised by internal as well as external stakeholders. It is no exception that Japanese colleges and universities have gone through a period of dramatic transition over the last decade under considerable pressure and influence of the central government’s stringent policy mandates.

ACCOUNTABILITY IN POSTSECONDARY EDUCATION REVISITED

David E. Leveille
2013

Accountability in the private and public sectors of society has received significant attention in both research and practice, partly because of its importance, but also because it is challenging to define, measure and implement. The nature of accountability is complex, ambiguous and highly context-dependent. As related to postsecondary education (PSE), multiple stakeholders across the nation have been pushing for greater accountability for at least three decades.

ENGLAND'S NEW MARKET BASED SYSTEM OF STUDENT EDUCATION: An Initial Report

Roger Brown
2013

In 2012 the Conservative-Liberal Democrat Government introduced a number of reforms to the higher education system in England. The main change was to abolish direct state subsidies for the teaching of most subjects, and replace them with a state-subsidised tuition fee of up to $9,000 (US $13,700). A number of other changes were also made, all with the aim of increasing institutional competition and consumer choice. The Government believes the reforms are necessary to assure financial sustainability, raise quality and enhance social mobility.

YES, BUT CAN THEY EARN A LIVING? Methods for Creating an Effective System of Measuring Labor Market Outcomes in Higher Education

Richard W. Moore
Kenneth Chapman
Bettina Huber
Mark Shors
2013

A new federal initiative calls for a College Scorecard which will include a yet to be determined measure of graduate earnings. In this paper we examine the political context that drives this initiative and examine the nascent efforts of four states to develop statewide systems to measure the labor market outcomes of higher education. We propose five principles to support a system that would generate valid labor market measures that could cut across all segments of higher education in California, and disaggregate down to campuses, departments and programs.

LET'S NOT RAILROAD AMERICAN HIGHER EDUCATION!

Henry Brady
2013

Politics, economics, and technology have conspired to make this an exceptionally challenging time for American higher education. Some critics claim that costs are out of control in traditional public and private nonprofit higher education. They believe these institutions will soon go the way of the railroads as for-profit institutions displace them and the Internet replaces college campuses and classrooms. Other critics bemoan the privatization of higher education and the increasing role of market forces.

ACADEMIC COLLECTIVE BARGAINING: On Campus Fifty Years

Daniel J. Julius
Nicholas DiGiovanni, Jr.
2013

The authors provide a perspective, as scholars and practitioners, of the organizational, demographic, legal and contextual variables that inform the past and the future of faculty unions in US colleges and universities. They ask, how best to conceptualize and evaluate the impact of faculty unions; from the inception of academic unionization in the 1960's to the present, and further, what is known and not known about collective bargaining.

DEGREES OF CHANGE: How New Kinds of Professional Doctorates are Changing Higher Education Institutions

Ami Zusman
2013

Over the past fifteen years, new types of "professional practice" doctorates in fields ranging from nursing to bioethics have increased exponentially, from near zero to over 500 programs in at least a dozen fields in the U.S. today. This growth raises many policy questions. For example, do doctorate holders serve their clients and organizations more effectively? How do new credential requirements affect access to these professions? How are they shaping institutional missions, pressures, and resource allocation?

TAILORING SHARED GOVERNANCE TO THE NEEDS AND OPPORTUNITIES OF THE TIMES

C. Judson King
2013

Shared governance between the administration and faculty has been traditional for most public universities, but varies considerably in its nature and effectiveness.  In the United States it probably takes its most structured form at the University of California.  There are good reasons for having shared governance, and yet it tends to be poorly understood outside the university environment and to cause substantial tensions within the university itself.  Several trends and issues are identified that pose both significant challenges and substantial opportunities for shared governance. 

SEEKING A ROADMAP TO BECOMING WORLD CLASS: Strategic Planning at Peking University

Xie Guangkuan
2013

Strategic planning plays an important but sometimes controversial role in higher education. This paper examines how strategic planning works in Chinese universities, using Peking University as a case study. This essay discusses the rationale for why Peking University (PKU) decided to pursue status as a world-class university along with objectives and value of its various strategic plans beginning in the 1990s.