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This book explores the topic of governance as it is being practiced in the current educational and economic environment and how it can be more effective. It identified the main challenges faced by trustees, presidents, senior executives and teachers, and clarified their responsibilities. The basis of this book is that the external and internal pressures that universities and universities face today require the board to do more than just lunch time, but rather to give trustees the reputation they bring them, but that they must add real value and Must be the president's strategic partner. In this book, Pierce asks the following questions: Who should be responsible for the nature and speed of campus change? How can universities and schools make timely and urgent decisions at the same time, while respecting teachers' academic issues properly? Given the key role of the president, how should the board choose and evaluate the president, and what other members of the campus community, especially faculty members, play in these activities?
On the one hand, economic and political pressures challenge higher education leaders many presidents, other senior managers and board of directors hope that flexibility can make institutional decisions very quickly. More and more people believe that they neglected the tradition of co-governance, which is usually a cumbersome and time-consuming process. After the University of Virginia dismissed the public scandals of President Sullivan and other public scandals and the consequences of the outcome of the Pennsylvania State University's Louis Fritz report, it is clear that the confusion about governance and who is responsible for the university are serious problems in our higher education system. On the other hand, this is the core of the book, namely the tension between the need for timely decisions and actions and the importance of mission and academic quality.
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Orignal From: Rethinking governance: how boards, presidents, managers and teachers can help their college thrive
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