(1972). An Academic Chairman Looks at Governance. Change: The Magazine of Higher Learning: Vol. 4, No. 7, pp. 24-29.

Today's university has become one of the most complex institutions in society not only because of its many internal and external relationships, but because its formal structure fails to depict its authority-responsibility or power patterns [15, 29]. Baldridge [2] suggests that officials in the university are constrained by the influence of various internal and external interest groups and are compelled to move among them, hoping to build viable compromises among powerful blocs. The university is seen as an organization composed of various interest groups and dependent on the response of its constituents, both inside and outside the university [4, 16]. Central to the functioning of the university is the administrative role of the department chairperson [4]. It is the department chairperson and the quality of leadership provided at the departmental level that determines the university's effectiveness [3, 7, 14]. What the chairperson does, or fails to do, to a large extent makes the difference in the accomplishment of the university's basic missions [5, 11, 20, 21, 27]. The department chairperson position has been described as difficult, ambiguous, and ill-defined, for the chairperson is considered to be both faculty and administration [9, 31]. Often no description of the duties exists, or the description is either so vague as to be useless or so comprehensive as to be unrealistic [27]. A number of studies have reported the influence of interest groups

An Academic Chairman Looks at Governance.

Interest Groups and the Department Chairperson: The Exertion of Influence in the Large Public University.

We examine the concept of integrative and applied learning from various perspectives, emphasize transfer of that learning to unfamiliar and unimagined settings, and describe crucial metacognitive strategies, including learned abilities used as frameworks for performance, reflection, and self-assessment that foster learning that lasts. We follow with examples of Alverno approaches for assessing these complex capacities across a curriculum.

An Academic Chairman Looks at Governance.

Citations

Interest Groups and the Department Chairperson: The Exertion of Influence in the Large Public University.

How We Know It When We See It: Conceptualizing and Assessing Integrative and Applied Learning-in-Use.

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