Remaking the American University, Remaking the American University, 0813536243, 0-8135-3624-3, 978-0-8135-3624-8, 9780813536248, , , Remaking the American University, 0813541123, 0-8135-4112-3, 978-0-8135-4112-9, 9780813541129, , , Remaking the American University, 0813582075, 0-8135-8207-5, 978-0-8135-8207-8, 9780813582078,
Remaking the American University

Market-Smart and Mission-Centered
Robert Zemsky (Author), Gregory Wegner (Author), William F. Massy (Author)
224 pages, 6 x 9
Cloth, July 2005 $30.95   ADD TO CART
978-0-8135-3624-8
Web PDF, July 2005 $30.95   EBOOK VERSION AVAILABLE
978-0-8135-4112-9
epub, July 2005 $26.95   EBOOK VERSION AVAILABLE
978-0-8135-8207-8
Subject Area:
Education

Description

At one time, universities educated new generations and were a source of social change. Today colleges and universities are less places of public purpose, than agencies of personal advantage. Remaking the American University provides a penetrating analysis of the ways market forces have shaped and distorted the behaviors, purposes, and ultimately the missions of universities and colleges over the past half-century.

The authors describe how a competitive preoccupation with rankings and markets published by the media spawned an admissions arms race that drains institutional resources and energies. Equally revealing are the depictions of the ways faculty distance themselves from their universities with the resulting increase in the number of administrators, which contributes substantially to institutional costs. Other chapters focus on the impact of intercollegiate athletics on educational mission, even among selective institutions; on the unforeseen result of higher education's "outsourcing" a substantial share of the scholarly publication function to for-profit interests; and on the potentially dire consequences of today's zealous investments in e-learning.

A central question extends through this series of explorations: Can universities and colleges today still choose to be places of public purpose? In the answers they provide, both sobering and enlightening, the authors underscore a consistent and powerful lesson-academic institutions cannot ignore the workings of the markets. The challenge ahead is to learn how to better use those markets to achieve public purposes.

Author / Editor Bio

Robert Zemsky is a longtime professor at the University of Pennsylvania where he currently serves as the chair of the Learning Alliance. He has served as Penn's chief planning officer, as master of Hill College House, as the founding director of the Institute for Research on Higher Education, and as the co-director of the federal government's National Center on the Educational Quality of the Workforce. Gregory R. Wegner is the director of program development at the Great Lakes Colleges Association. With skill and imagination he has brought clarity to the pages of Policy Perspectives, where has served as that publication's first and only managing editor. William F. Massy is the president of the Jackson Hole Higher Education Group, Inc., and professor emeritus of higher education and business administration at Stanford University. In the 1970s and 1980s he held senior administrative positions at Stanford University, where he pioneered the use of financial management and planning tools that have become standards in higher education.

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