Showing papers on "Institutional research published in 1984"

Applying methods and techniques of futures research

Abstract: Much of our planning to date in higher education has focused on questions of internal effectiveness and efficiency, but, given the period of rapid social change we have entered, it is imperative that we improve our abilities to assess changes in the external environment and examine their implications for higher education. In this way we will be able to develop better goals, strategies, and plans to take advantage of emerging opportunities and head off potentially damaging developments. The chapters in this sourcebook consider the problem of assessing the external environment in planning and are primarily concerned with the contributions that traditional institutional research methods and perspectives make to institutional planning. The purpose of this volume of" New Directions for Institutional Research" is to describe a variety of futures research techniques and to illustrate their utiltiy for strategic planning.

What Really Happens in Large University Classes

Abstract: Economics are currently dictating the use of large classes kaught by a single instructor rather than smaller multiple sections of the same course taught by several instructors. The increasing use of these large classes has brought up a number of pedagogical questions: 1. What teaching techniques are currently being used by instructors who teach large classes? 2. Which teaching techniques are percieved as most effective by the students who take these classes? 3. What teaching techniques are utilized by instructors who require their students to think and perform at higher cognitive levels?. \e In this study 19 large (100+ students) classes from the colleges of Liberal Arts, Natural Sci nces, Engineering, and Business at the University of Texas at Austin were studied in-depth to determine what happens in these claSsrooms. Each class was observed at least once a week for one semester. During each observation a trained observer recorded the verbal interactions which occurred (using the Expanded Cognitive Interaction Analysis System). The data from these observations were then analyzed and compared to determine whether or not there were differences in the teaching techniques used in different disciplines or by different instructors. The students in these classes also responded to ,an attitude survey.which allowed us to rank the instructors according to their effectiveness (from the students' point of view). Several of the most interesting findings are: 1. Students rate instructors more highly who test at higher cognitive levels (e.g., give essay exams). 2. Instructors who 'rely heavily upon visuals are rated lower than those who use them only at strategic points. 3. All of the instructors lecture an average of 80-95% of each class session while students participate an average of only 5% of the time. 4. There are more purposful uses of silence in the classrooms of higher-rated instructors. 5. There is more student talk per instructor question in the higher-rated classes. 6. 'The most frequently asked questions in all classes were either rhetorical or process related (e.g., "Does everyone have a copy of the handout?"). Additional findings and suggestions for further research are contained in the paper which follows. What Really Happens in Large University Classes?

Enhancing campus quality through self‐study

Abstract: Quality is the coin of the realm in higher education, but few colleges or universities plan for it by making use of what could be a uniquely suited instrument for improving quality—the institutional self-study.

The advent of strategic management in csiro: a history of change

Abstract: Australia's major government research agency, the Commonwealth Scientific and Industrial Research Organization (CSIRO), has recently changed its style of management. This paper traces the development of CSIRO from an institutional research organization to a body taking responsibility for Australia's strategic civilian research, from an organizational perspective. The problems that this change might create in disturbing the organizational balance are outlined. Possible remedies to counter-balance and stabilize the strategic bureaucratic trend are innovative forms of organizational structure, the strengthening of individual incentives to perform applied work, increased exposure of CSIRO scientists to external influences, and improved community involvement in CSIRO's decision-making structure.

Conclusion: Using microcomputers for planning and management support

Abstract: Microcomputer technology is direct, personal, and especially well suited for the task of decision support. Perhaps the only thing that exceeds its usefulness is the expectation of a new or potential user.

Using microcomputers for institutional research

Abstract: Institutional researchers will find a wealth of useful applications for microcomputers and telecommunications, but they must be prepared for the changes that these new technologies will bring.

Responding to Changes in Administrative Roles through Professional Development. AIR 1984 Annual Forum Paper.

Abstract: This paper presents a description of and rationale for one institutional research/planning office's attempt to deal with the professional development needs of its staff in an intentional, systematic, and continuing way. The objective was to broaden and develop the knowledge base and technical skillF of the office aE, i whole, as well as to benefit individuals. The method used was a multiprongad approach which relied on a variety of educational resources. A unique aspect of the program was the development of an in-office training program to supplement opportunities available elsehere. The suggested paradigm is to: (a) assess needs, (b) identify opportunities and constraints, (c) match needs to resources, (d) develop an in-office program, (e) implement the program, and (f) evaluate.

A jump ahead … in which direction?

Abstract: While microcomputers may be easy to acquire and put into use, advance consideration of some pertinent issues will ensure that they are used successfully for planning and management support.

Institutional Research and Decision Making: A Bibliographic Essay.

Abstract: A review of literature dealing with the relationship between the institutional research function and the decision-making process in higher education reveals a wide range of opinion. At one extreme are those who believe that institutional researchers should be little more than purveyors of data for use by the executive decision makers. At the other extreme are the advocates of an active institutional research role in policy analysis and decision making. A recurring theme in the literature summarized here is the precarious nature of an institutional researcher's position in the unique organizational milieu of higher education. Most sources agree that an institutional research office must be perceived by all parties as completely neutral in order to maintain credibility with both faculty and administration.

The federal laboratories

Abstract: National laboratories could be a primary resource, but attention must be given to their missions and the quality of their staffs

Boss sizing as a required skill in institutional research

Abstract: [Editor's Note: As a former president of AIR, Jim Montgomery is well known for his advice and counsel The institutional researchers who have received his advice are indeed legion, and some recipients have occasionally benefitted therefrom As an adviser, Dr Montgomery does not limit himself Along with another former president of AIR, James W Firnberg, Dr Montgomery has freely advised state legislators to establish their own form of formula budgeting for legislative enactments The Montgomery/Firnberg formula, when adopted, would include as a basic unit the legislative session hour (LSH) and would incorporate the insights of a legislative activity factor (LAF) The former would determine the salary scale of legislators, and the latter would adjust salaries according to the bills introduced and enacted Although unenacted in fifty state legislatures, the Montgomery/Firnberg proposal remains a classic in institutional research annals and may be read in Vol 9, No 2 of Research in Higher Education In the following paper Dr Montgomery freely advises institutional researchers on a mandatory skill that he aptly labels "boss sizing"]