Management and Administration of Higher Education Institutions in Times of Change:
The experts and practitioners contributing to this volume reveal a complex reality of HEI today. The book links the debate on education to topical issues in politics, society and economy, including questions of technological progress, social responsibility, sustainability, well-being and, broadly un...
Gespeichert in:
| 1. Verfasser: | |
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| Weitere Verfasser: | , |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley :
Emerald Publishing Limited,
2019.
|
| Schriftenreihe: | Emerald Studies in Higher Education, Innovation and Technology Ser.
|
| Schlagworte: | |
| Online-Zugang: | DE-862 DE-863 |
| Zusammenfassung: | The experts and practitioners contributing to this volume reveal a complex reality of HEI today. The book links the debate on education to topical issues in politics, society and economy, including questions of technological progress, social responsibility, sustainability, well-being and, broadly understood, resilience. |
| Beschreibung: | Higher Education is Important, but Catching-up is Not Dependent on It |
| Beschreibung: | 1 online resource (217 pages) |
| ISBN: | 1789736293 9781789736298 |
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| 505 | 0 | |a Intro; Management and Administrationof Higher Education Institutions at Times of Change; Contents; List of Figures; List of Tables; About the Contributors; Preface; Chapter 1: Emerging Technologies and Higher Education: Management and Administration in Focus; 1. Introduction; 2. Managing and Administering HEI: Who is Involved?; 3. What Kind of Technologies and to What End?; 4. Management and Administration of HEI and Emerging Technologies: What is at Stake?; 5. Overview of the Volume; References | |
| 505 | 8 | |a Chapter 2: How Can Higher Education Institutions (HEIs) Engender Enterprising Behavior from within Under-represented Communities?Introduction; The Pathway to HEI Community Engagement; Enterprise Development in Higher Education; Case Study 1: Entrepreneurial Bootcamp for Veterans, Syracuse University, New York; The Missing Entrepreneurs -- Under-represented Groups in Entrepreneurship; Case Study 2: The Institute of Minority Entrepreneurship, Technological University Dublin, Ireland; Key Considerations for HEI-led Community Collaborative Enterprise Support; Teaching and Learning | |
| 505 | 8 | |a Multidisciplinary ApproachesCulture; Resources; Stakeholders; Infrastructure; Conclusion; References; Chapter 3: From Content- To Competence-oriented Design of HE Curricula: Leadership in Times of Transition; 1. Introduction; 2. Implementing Competence-based Education as a Macro-level Process; 2.1 Background; 2.2 Process; 2.2.1 Unfreezing.; 2.2.2 Change. Once an overview of the competence implementation in the bachelor's degrees had been obtained and teaching staff had been made aware of the importance of methodological change, the change in teaching practices took place. In the planning of | |
| 505 | 8 | |a 2.2.3 Refreezing. Currently, the process is in the "refreezing" phase (or monitoring phase), according to Lewin's nomenclature (1947).2.2.4 Impact. The process of change described here has had a significant impact, not only on programs (four degrees), courses (95 courses), academic staff involved (45 full-time faculty members and 700 affiliated teaching staff members) and students (over; 3. Designing Authentic Learning Scenarios as a Micro-level Approach; 3.1 Unfreezing; 3.2 Change; 3.3 Refreezing; 4. Conclusions; References | |
| 505 | 8 | |a Chapter 4: University Social Responsibility from the Industrial Value Creation Program PerspectiveIntroduction; Problem and Challenge; Discussion; Key Elements of Practical USR; Stakeholders; Assessment; Sustainable Development; Misunderstanding of Practice; Method; Results; Practical Results and Processes; Challenges and Incentives; Practice Benefits; Follow-up Practical Implementations; Conclusion and Recommendations; References; Chapter 5: Four Obstacles to Improving the Quality of University Education: The Case of Hungary; Introduction | |
| 500 | |a Higher Education is Important, but Catching-up is Not Dependent on It | ||
| 520 | |a The experts and practitioners contributing to this volume reveal a complex reality of HEI today. The book links the debate on education to topical issues in politics, society and economy, including questions of technological progress, social responsibility, sustainability, well-being and, broadly understood, resilience. | ||
| 650 | 0 | |a Universities and colleges |x Administration. |0 http://id.loc.gov/authorities/subjects/sh85141090 | |
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| 650 | 2 | |a Organizational Innovation |0 https://id.nlm.nih.gov/mesh/D009936 | |
| 650 | 6 | |a Universités |x Administration. | |
| 650 | 6 | |a Changement organisationnel. | |
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| contents | Intro; Management and Administrationof Higher Education Institutions at Times of Change; Contents; List of Figures; List of Tables; About the Contributors; Preface; Chapter 1: Emerging Technologies and Higher Education: Management and Administration in Focus; 1. Introduction; 2. Managing and Administering HEI: Who is Involved?; 3. What Kind of Technologies and to What End?; 4. Management and Administration of HEI and Emerging Technologies: What is at Stake?; 5. Overview of the Volume; References Chapter 2: How Can Higher Education Institutions (HEIs) Engender Enterprising Behavior from within Under-represented Communities?Introduction; The Pathway to HEI Community Engagement; Enterprise Development in Higher Education; Case Study 1: Entrepreneurial Bootcamp for Veterans, Syracuse University, New York; The Missing Entrepreneurs -- Under-represented Groups in Entrepreneurship; Case Study 2: The Institute of Minority Entrepreneurship, Technological University Dublin, Ireland; Key Considerations for HEI-led Community Collaborative Enterprise Support; Teaching and Learning Multidisciplinary ApproachesCulture; Resources; Stakeholders; Infrastructure; Conclusion; References; Chapter 3: From Content- To Competence-oriented Design of HE Curricula: Leadership in Times of Transition; 1. Introduction; 2. Implementing Competence-based Education as a Macro-level Process; 2.1 Background; 2.2 Process; 2.2.1 Unfreezing.; 2.2.2 Change. Once an overview of the competence implementation in the bachelor's degrees had been obtained and teaching staff had been made aware of the importance of methodological change, the change in teaching practices took place. In the planning of 2.2.3 Refreezing. Currently, the process is in the "refreezing" phase (or monitoring phase), according to Lewin's nomenclature (1947).2.2.4 Impact. The process of change described here has had a significant impact, not only on programs (four degrees), courses (95 courses), academic staff involved (45 full-time faculty members and 700 affiliated teaching staff members) and students (over; 3. Designing Authentic Learning Scenarios as a Micro-level Approach; 3.1 Unfreezing; 3.2 Change; 3.3 Refreezing; 4. Conclusions; References Chapter 4: University Social Responsibility from the Industrial Value Creation Program PerspectiveIntroduction; Problem and Challenge; Discussion; Key Elements of Practical USR; Stakeholders; Assessment; Sustainable Development; Misunderstanding of Practice; Method; Results; Practical Results and Processes; Challenges and Incentives; Practice Benefits; Follow-up Practical Implementations; Conclusion and Recommendations; References; Chapter 5: Four Obstacles to Improving the Quality of University Education: The Case of Hungary; Introduction |
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| indexdate | 2025-03-18T14:25:48Z |
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| series2 | Emerald Studies in Higher Education, Innovation and Technology Ser. |
| spelling | Visvizi, Anna. Management and Administration of Higher Education Institutions in Times of Change Bingley : Emerald Publishing Limited, 2019. 1 online resource (217 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Emerald Studies in Higher Education, Innovation and Technology Ser. Print version record. Intro; Management and Administrationof Higher Education Institutions at Times of Change; Contents; List of Figures; List of Tables; About the Contributors; Preface; Chapter 1: Emerging Technologies and Higher Education: Management and Administration in Focus; 1. Introduction; 2. Managing and Administering HEI: Who is Involved?; 3. What Kind of Technologies and to What End?; 4. Management and Administration of HEI and Emerging Technologies: What is at Stake?; 5. Overview of the Volume; References Chapter 2: How Can Higher Education Institutions (HEIs) Engender Enterprising Behavior from within Under-represented Communities?Introduction; The Pathway to HEI Community Engagement; Enterprise Development in Higher Education; Case Study 1: Entrepreneurial Bootcamp for Veterans, Syracuse University, New York; The Missing Entrepreneurs -- Under-represented Groups in Entrepreneurship; Case Study 2: The Institute of Minority Entrepreneurship, Technological University Dublin, Ireland; Key Considerations for HEI-led Community Collaborative Enterprise Support; Teaching and Learning Multidisciplinary ApproachesCulture; Resources; Stakeholders; Infrastructure; Conclusion; References; Chapter 3: From Content- To Competence-oriented Design of HE Curricula: Leadership in Times of Transition; 1. Introduction; 2. Implementing Competence-based Education as a Macro-level Process; 2.1 Background; 2.2 Process; 2.2.1 Unfreezing.; 2.2.2 Change. Once an overview of the competence implementation in the bachelor's degrees had been obtained and teaching staff had been made aware of the importance of methodological change, the change in teaching practices took place. In the planning of 2.2.3 Refreezing. Currently, the process is in the "refreezing" phase (or monitoring phase), according to Lewin's nomenclature (1947).2.2.4 Impact. The process of change described here has had a significant impact, not only on programs (four degrees), courses (95 courses), academic staff involved (45 full-time faculty members and 700 affiliated teaching staff members) and students (over; 3. Designing Authentic Learning Scenarios as a Micro-level Approach; 3.1 Unfreezing; 3.2 Change; 3.3 Refreezing; 4. Conclusions; References Chapter 4: University Social Responsibility from the Industrial Value Creation Program PerspectiveIntroduction; Problem and Challenge; Discussion; Key Elements of Practical USR; Stakeholders; Assessment; Sustainable Development; Misunderstanding of Practice; Method; Results; Practical Results and Processes; Challenges and Incentives; Practice Benefits; Follow-up Practical Implementations; Conclusion and Recommendations; References; Chapter 5: Four Obstacles to Improving the Quality of University Education: The Case of Hungary; Introduction Higher Education is Important, but Catching-up is Not Dependent on It The experts and practitioners contributing to this volume reveal a complex reality of HEI today. The book links the debate on education to topical issues in politics, society and economy, including questions of technological progress, social responsibility, sustainability, well-being and, broadly understood, resilience. Universities and colleges Administration. http://id.loc.gov/authorities/subjects/sh85141090 Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational Innovation https://id.nlm.nih.gov/mesh/D009936 Universités Administration. Changement organisationnel. Organizational change fast Universities and colleges Administration fast Lytras, Miltiadis D. Sarirete, Akila. has work: Management and administration of higher education institutions at times of change (Text) https://id.oclc.org/worldcat/entity/E39PCFH8CFhc7xC4kDkm68m7h3 https://id.oclc.org/worldcat/ontology/hasWork Print version: Visvizi, Anna. Management and Administration of Higher Education Institutions in Times of Change. Bingley : Emerald Publishing Limited, ©2019 9781789736281 |
| spellingShingle | Visvizi, Anna Management and Administration of Higher Education Institutions in Times of Change Emerald Studies in Higher Education, Innovation and Technology Ser. Intro; Management and Administrationof Higher Education Institutions at Times of Change; Contents; List of Figures; List of Tables; About the Contributors; Preface; Chapter 1: Emerging Technologies and Higher Education: Management and Administration in Focus; 1. Introduction; 2. Managing and Administering HEI: Who is Involved?; 3. What Kind of Technologies and to What End?; 4. Management and Administration of HEI and Emerging Technologies: What is at Stake?; 5. Overview of the Volume; References Chapter 2: How Can Higher Education Institutions (HEIs) Engender Enterprising Behavior from within Under-represented Communities?Introduction; The Pathway to HEI Community Engagement; Enterprise Development in Higher Education; Case Study 1: Entrepreneurial Bootcamp for Veterans, Syracuse University, New York; The Missing Entrepreneurs -- Under-represented Groups in Entrepreneurship; Case Study 2: The Institute of Minority Entrepreneurship, Technological University Dublin, Ireland; Key Considerations for HEI-led Community Collaborative Enterprise Support; Teaching and Learning Multidisciplinary ApproachesCulture; Resources; Stakeholders; Infrastructure; Conclusion; References; Chapter 3: From Content- To Competence-oriented Design of HE Curricula: Leadership in Times of Transition; 1. Introduction; 2. Implementing Competence-based Education as a Macro-level Process; 2.1 Background; 2.2 Process; 2.2.1 Unfreezing.; 2.2.2 Change. Once an overview of the competence implementation in the bachelor's degrees had been obtained and teaching staff had been made aware of the importance of methodological change, the change in teaching practices took place. In the planning of 2.2.3 Refreezing. Currently, the process is in the "refreezing" phase (or monitoring phase), according to Lewin's nomenclature (1947).2.2.4 Impact. The process of change described here has had a significant impact, not only on programs (four degrees), courses (95 courses), academic staff involved (45 full-time faculty members and 700 affiliated teaching staff members) and students (over; 3. Designing Authentic Learning Scenarios as a Micro-level Approach; 3.1 Unfreezing; 3.2 Change; 3.3 Refreezing; 4. Conclusions; References Chapter 4: University Social Responsibility from the Industrial Value Creation Program PerspectiveIntroduction; Problem and Challenge; Discussion; Key Elements of Practical USR; Stakeholders; Assessment; Sustainable Development; Misunderstanding of Practice; Method; Results; Practical Results and Processes; Challenges and Incentives; Practice Benefits; Follow-up Practical Implementations; Conclusion and Recommendations; References; Chapter 5: Four Obstacles to Improving the Quality of University Education: The Case of Hungary; Introduction Universities and colleges Administration. http://id.loc.gov/authorities/subjects/sh85141090 Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational Innovation https://id.nlm.nih.gov/mesh/D009936 Universités Administration. Changement organisationnel. Organizational change fast Universities and colleges Administration fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85141090 http://id.loc.gov/authorities/subjects/sh85095525 https://id.nlm.nih.gov/mesh/D009936 |
| title | Management and Administration of Higher Education Institutions in Times of Change |
| title_auth | Management and Administration of Higher Education Institutions in Times of Change |
| title_exact_search | Management and Administration of Higher Education Institutions in Times of Change |
| title_full | Management and Administration of Higher Education Institutions in Times of Change |
| title_fullStr | Management and Administration of Higher Education Institutions in Times of Change |
| title_full_unstemmed | Management and Administration of Higher Education Institutions in Times of Change |
| title_short | Management and Administration of Higher Education Institutions in Times of Change |
| title_sort | management and administration of higher education institutions in times of change |
| topic | Universities and colleges Administration. http://id.loc.gov/authorities/subjects/sh85141090 Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational Innovation https://id.nlm.nih.gov/mesh/D009936 Universités Administration. Changement organisationnel. Organizational change fast Universities and colleges Administration fast |
| topic_facet | Universities and colleges Administration. Organizational change. Organizational Innovation Universités Administration. Changement organisationnel. Organizational change Universities and colleges Administration |
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