Leadership in Times of Change: A Handbook for Communication and Media Administrators

By William G. Christ | Go to book overview

13
Facing Realignment and Downsizing

Joe S. Foote
Southern Illinois University

During the 1990s, universities have experimented with a variety of new internal configurations to cut costs, balance supply and demand, and create synergy among units. Communication programs have been particularly vulnerable in these realignment struggles partly because they come in so many disparate configurations. Communication can be found in colleges of agriculture and departments of English and range from being an independent free-standing college or school to being just one among many departments in an arts and sciences colleges. Nelson ( 1995) of Ohio University found 19 different names of communications departments in Alabama. He also reported that telecommunications might mean radio-TV or voice and data and that speech communication might mean as many as seven different specialties. Given the confusing and inconsistent breadth and diversity of its homelands, communication units are hard-pressed to make a compelling case for unambiguous placement.

-241-

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Leadership in Times of Change: A Handbook for Communication and Media Administrators
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Preface xi
  • Acknowledgments xii
  • I - BACKGROUND 1
  • 1 - Introduction: Administration and Accountability 3
  • Appendix: Council for Aid in Education (1997) Recommendations (Abbreviated) 18
  • References 20
  • 2 - Communication Education 23
  • References 37
  • 3 - Media Education 41
  • References 57
  • 4 - International Communication Education 61
  • APPENDIX: AASCU SUGGESTED RESOURCES FOR INTERNATIONALIZING CURRICULA IN HIGHER EDUCATION 81
  • References 82
  • 5 - Beyond Teaching, Research, and Service 85
  • References 100
  • II - PROGRAMMATIC CHALLENGES 101
  • 6 - The Hybrid Program 103
  • References 117
  • 7 - Community Colleges 119
  • APPENDIX: SUMMARY OF RECOMMENDATIONS FOR COMMUNITY COLLEGE ADMINISTRATORS 132
  • References 133
  • 8 - Graduate Communication Programs 135
  • References 160
  • 9 - Experiential Learning Programs 163
  • APPENDIX: EXPERIENTIAL EDUCATION PROFESSIONAL ASSOCIATIONS 178
  • References 178
  • 10 - Distance Education 181
  • References 195
  • III - ADMINISTRATIVE CHALLENGES 197
  • 11 - Leadership 199
  • Acknowledgments 222
  • References 222
  • 12 - Fundraising 225
  • References 239
  • 13 - Facing Realignment and Downsizing 241
  • APPENDIX: SUMMARY OF SUGGESTIONS TO FACE REALIGNMENT AND DOWNSIZING 257
  • Acknowledgments 258
  • References 258
  • 14 - Intra-University Competition and Outside Stakeholders 259
  • References 276
  • 15 - Student Occupational Concerns in a Liberal Arts Program 279
  • References 292
  • 16 - Gender Issues 295
  • References 313
  • 17 - Diversity and Multiculturalism 315
  • APPENDIX A: DIVERSITY AND MULTICULTURALISM RECOMMENDATIONS FOR COMMUNICATION ADMINISTRATORS 334
  • References 337
  • 18 - Promotion, Tenure, and the Evaluation of Faculty 341
  • APPENDIX: ADDITIONAL RESOURCES 358
  • References 359
  • 19 - Federal Mandates 361
  • References 375
  • 20 - Self-Studies, External Reviews, and Programmatic Assessment 377
  • APPENDIX A: UNIT CHECKLIST 396
  • References 397
  • Criteria for the Assessment of Oral Communication 399
  • Author Index 405
  • Subject Index 411
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