Changing course : making the hard decisions to eliminate academic programs

Select an Action

Title:

Author:

Eckel, Peter D.

ISBN:

9780313322259

Personal Author:

Eckel, Peter D.

Publication Information:

Westport, Conn. : Praeger Publishers, 2003.

Physical Description:

p. cm.

Series:

Studies in higher education

Studies in higher education (Westport, Conn.)

Contents:

Ch. 1. Making Hard Decisions in a Changing Environment -- Ch. 2. The University of Maryland at College Park: Making "Hard Choices" While "Preserving Enhancement" -- Ch. 3. Oregon State University: Coping with Ballot Measure Five -- Ch. 4. The University of Rochester: Toward a "Renaissance" -- Ch. 5. Kent State University: A Matter of Circumstances -- Ch. 6. Leading, Governing, and Deciding: Key Elements in Program Elimination -- Ch. 7. Making the Choices: Criteria Identifying Programs for Elimination -- Ch. 8. Counsel on Program Elimination -- App. Case Study Methodology for Studying Institutional Change Processes.

Subject Term:

Education, Higher -- United States -- Curricula.

Curriculum change -- United States.

Curriculum planning -- United States.

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168015727056	378.1990973 E19C 2003	1	Searching... Unknown
Searching... 1:MAIN	1:UNKNOWN	27325-2001	NO CONFIGURATION	1	Searching... Unknown

Bound With These Titles

On Order

Summary

Most American colleges and universities face difficult choices about how they will meet new demands in an environment of fiscal constraints. For many, growth and expansion are no longer feasible. To make necessary changes, institutions facing these challenges may have to close select academic programs. This book explores the process of program termination. It discusses the context leading institutions to consider program reduction and provides in-depth examination of the discontinuance process at four universities through rich case studies by focusing on the roles of leadership, shared governance, and external factors. Academic program terminations are not well documented in the literature, nor are they well understood by those charged with making and carrying out decisions.

Much of what we know about how colleges and universities function as organizations and how they change is based upon assumptions of growth and not the opposite. This book explores the process of program termination. It discusses the context leading institutions to consider program reduction. It provides in-depth examination of the discontinuance process at four universities through rich case studies by focusing on the roles of leadership, shared governance, and external factors. It discusses the use (and non-use) of criteria to identify programs for closure and offers advice for institutional leaders seeking to close programs, as well as for faculty leaders seeking to keep their program from termination. Its findings also suggest that program closure may be more important to the future direction and livelihood of the institution than saving money.