South African universities are facing significant financial challenges that threaten their sustainability. Factors such as reduced government funding, unpredictable tuition collection, and the need to generate additional revenue have become major concerns for universities. This study investigates the perceptions of academic and non-academic staff…

Changes, improvements and innovations in university organisations regularly end up in sluggish processes and get stuck 'somewhere' in the organisation. It is argued that cooperation and mutual influencing of work processes between academic and professional employees of different departments can have a positive effect on these innovations. Because…

This scientific article aims to identify the perceptions of healthy academic administrative processes in the university context. This contribution was directed by socio-educational research processes generated at the National University of Costa Rica (UNA), in the Center for Research and Teaching in Education (CIDE). The issue of health is part of…

This qualitative case study was proposed to gain understanding into how higher educational leaders perceive the transformation of their leadership roles and responsibilities. Leaders' accountabilities should be properly defined to establish a reliable and responsible association with all stakeholders affiliated with the institution. A lack of…

Within the unique and complex settings of university hospitals, it is difficult to implement policy initiatives aimed at developing careers in and improving the quality of academic medical teaching because of the competing domains of medical research and patient care. Factors that influence faculty in making use of teaching policy incentives have…

Researchers have found that transformational leadership is related to positive outcomes in educational institutions. Hence, it is important to explore constructs that may predict leadership style in order to identify potential transformational leaders in assessment and selection procedures. Several studies in non-educational settings have found…

The author--drawing both on history and on his own experience as faculty member, WPA, department head, and dean--examines the set of practices we associate with the tenure and promotion process, finding that they differ across sites at the same time that they look very similar in their assumptions. His review then culminates in a set of questions…

This article presents an interview with Camilla P. Benbow, the Patricia and Rodes Hart Dean of Education and Human Development at Vanderbilt University's Peabody College, a position she has held since 1998. Benbow began her academic career at Johns Hopkins University and subsequently taught at Iowa State University, where she was named…

This qualitative research study focuses on crisis events affecting university international populations. It explores how seven directors of university international offices at seven different geographical locations in Texas respond to those events. The study findings shed light on the current state of crisis preparedness in higher education from…

This paper draws on a study of academic chairpersons' experiences in one research-intensive university in New Zealand. The research goal was see if there were recurring threads in chairpersons' narratives about their experience and management of conflict and challenge. The research revealed that one of the most pervasive stories concerned a set of…

How do departmental chairpersons and deans in a major university setting manage their time? What are the major administrative activities and functions associated with such responsibilities? What relationships do these have with an ability to delegate, to control one's time for planning and self-initiated activities, or personal sense of…

Describes some of the factors women in educational administration deal with that cause burnout. (PD)

Address delivered at the Association of Departments of English (ADE) Seminar at the University of South Florida, Tampa, Florida, June 22-26, 1970. (DS)

Identifies real costs and benefits involved in becoming a university department chairperson. Concludes that, although rewards of salary and influence may be significant, costs of time lost to research and leisure pursuits are also great. (Author/DB)