000			04270nam a22003737a 4500
001			sulb-eb0010706
003			BD-SySUS
005			20160404144342.0
008			120525s2013 tnu o 00 0 eng d
020			_a9780826519009
020			_a0826519008
020			_z9780826518989 (hardback)
020			_z9780826518996 (paperback edition)
040			_aMdBmJHUP _cMdBmJHUP
050	0	0	_aLB2341 _b.E76 2013
082	0	0	_a378.1/11 _223
100	1		_aEsterberg, Kristin G.
245	1	0	_aDivided conversations _h[electronic resource] : _bidentities, leadership, and change in public higher education / _cKristin G. Esterberg, John Wooding.
260			_aNashville, Tenn. : _bVanderbilt University Press, _c2013. _e(Baltimore, Md. : _fProject MUSE, _g2015)
300			_a1 online resource (216 p.)
504			_aIncludes bibliographical references and index.
520			_a"Through their interviews with faculty and administrators (from department chairs and deans to provosts and presidents) from a sample of eight public universities in the Northeast and their own experiences in both worlds, the authors provide a unique window into the life experiences and identities of those who struggle to make universities work. The book examines the culture of academic institutions and attempts to understand why change in public higher education is so difficult to accomplish"-- _cProvided by publisher.
520			_a"Through their interviews with faculty and administrators (from department chairs and deans to provosts and presidents) from a sample of eight public universities in the Northeast and their own experiences in both worlds, the authors provide a unique window into the life experiences and identities of those who struggle to make universities work. The book examines the culture of academic institutions and attempts to understand why change in public higher education is so difficult to accomplish. Many faculty believe that one of their own who becomes an administrator has gone over to "the dark side." One provost recalled going for a beer with a faculty colleague and hearing the colleague complain about the latest memo "from the administration." He had to remind his friend of many years that he was the author of the offending document. Now he was "the administration." He realized that former colleagues now appeared in his office wearing suits and ties and referring to him by his title rather than his first name. The disciplines serve as the tribes into which individual scholars are organized; the discipline is where a faculty member finds his community and identity. Administrators, on the other hand, identify with each other in trying to get the tribes to work together. Though most administrators came from the faculty ranks, their career paths take a different shape, especially in terms of mobility to another institution. It's not surprising that the two groups talk past each other. A chapter is devoted to chairs of departments, who occupy an interesting middle ground. To their faculty, they can come across as a nurturing parent or a petty bureaucrat. The authors recommend training for chairs and administrative internships offered by the American Council on Education and other organizations. The men and women on the campuses of the public universities described in the book make clear the challenges that universities face in terms of budgets, legislative politics, collective bargaining, rankings, and control of academic programs. If public institutions are truly to serve a public purpose, faculty and administrators must find ways to engage each other in shared conversation and management and find ways of engaging the university with the community"-- _cProvided by publisher.
588			_aDescription based on print version record.
650		7	_aEDUCATION / Higher _2bisacsh.
650		0	_aEducational change.
650		0	_aCollege administrators _zUnited States _vCase studies.
650		0	_aPublic universities and colleges _zUnited States _xAdministration _vCase studies.
655		7	_aElectronic books. _2local
700	1		_aWooding, John.
710	2		_aProject Muse.
856	4	0	_zFull text available: _uhttps://muse.jhu.edu/books/9780826519009/
942			_2Dewey Decimal Classification _ceBooks
999			_c31997 _d31997