A Leadership Approach for the New Millennium: A Case Study of UCLA's Bruin Leaders Project

NASPA Journal ◽  
2001 ◽  
Vol 38 (2) ◽  
Author(s):  
Charles L. Outcalt ◽  
Shannon K. Faris ◽  
Kathleen N. McMahon ◽  
Philip M. Tahtakran ◽  
Christopher B. Noll
Keyword(s):  
Social Development ◽  
Student Development ◽  
Research University ◽  
Leadership Theory ◽  
Public Research ◽  
Current Case ◽  
Leadership Model ◽  
Public Research University ◽  
New Millennium

The current case study investigates the application of a non-hierarchical leadership model at an urban public research university. Following a review of recent contributions to leadership theory, especially with regard to student development, the authors balance discussions of the values on which the program under review is based with descriptions of the practical structure of the program. In addition, they suggest means by which other campuses can tailor this program to their resources, opportunities, and needs. The case study concludes with a discussion of the program’s effect on students’ cognitive and social development.

“Incentives for Managed Growth”: A Case Study of Incentives-Based Planning and Budgeting in a Large Public Research University

2006 ◽  
Vol 77 (2) ◽  
pp. 286-316 ◽  
Author(s):  
James C. Hearn ◽  
Darrell R. Lewis ◽  
Lincoln Kallsen ◽  
Janet M. Holdsworth ◽  
Lisa M. Jones
Keyword(s):  
Research University ◽  
Public Research ◽  
Public Research University

"Incentives for Managed Growth": A Case Study of Incentives-Based Planning and Budgeting in a Large Public Research University

2006 ◽  
Vol 77 (2) ◽  
pp. 286-316 ◽  
Author(s):  
James C. Hearn ◽  
Darrell R. Lewis ◽  
Lincoln Kallsen ◽  
Janet M. Holdsworth ◽  
Lisa M. Jones
Keyword(s):  
Research University ◽  
Public Research ◽  
Public Research University

scholarly journals Sponsored Research Indirect Costs: A Single-Site Case Study of Public Research University STEM Faculty Members’ Perspectives

2019 ◽  
Author(s):  
Susan Gossman
Keyword(s):  
Organizational Culture ◽  
Indirect Cost ◽  
Research University ◽  
Faculty Members ◽  
Cost Recovery ◽  
Public Research ◽  
Faculty Socialization ◽  
Political Bargaining ◽  
Public Research University

This explanatory case study investigated the phenomenon of one institution’s public research university STEM (science, technology, engineering and mathematics) faculty members’ perspectives on indirect cost recovery from research grant funding. The explanatory scheme incorporated organizational culture, faculty socialization, and political bargaining models in the conceptual framework. The analysis indicated that faculty socialization and organizational culture were the most dominant themes; political bargaining emerged as significantly less prominent. Public research university STEM faculty are most concerned about the survival of their research programs and the discovery facilitated by their research programs; they resort to conjecture regarding the utility of indirect cost recovery. The findings direct institutional administrators to consider less emphasis on compliance and hierarchical authority and focus on greater communication and clarity in budget processes and organizational decision-making when working with expert professionals such as science faculty; for higher education researchers, the findings indicate a need for more sophisticated models to understand organizational dependency on expert professionals.

Violence communicates differently

2019 ◽  
pp. 49-87
Author(s):  
Kate Lockwood Harris
Keyword(s):  
Sexual Violence ◽  
Title Ix ◽  
Research University ◽  
Focal Point ◽  
The United States ◽  
Public Research ◽  
Public Research University ◽  
Material Turn ◽  
The University

This chapter begins to conceptualize sexual violence as a series of material–discursive intra-actions. It does so by drawing upon a case study at a university regarded for having some of the most effective sexual violence policies in the United States, the pseudonymous Public Research University (PRU). An analysis of the systems for reporting rape and other assaults at PRU shows that these processes rely on representationalist frameworks that have problematic raced and gendered consequences. The reporting system allows PRU to overlook lots of violence. Moreover, marginalized members of the university do a disproportionate amount of the labor to run the system. The chapter relies on the feminist new materialist concept of diffraction to show that reports to Title IX officers are not mere descriptions of sexual violence, but the outcome of material–discursive processes. The chapter advances a material turn by using violence as a focal point for theory that is neither wholly constructivist nor wholly realist.

scholarly journals Changing the Campus Environment

1994 ◽  
Vol 14 (1) ◽  
pp. 32-37
Author(s):  
Herta Teitelbaum
Keyword(s):  
Student Retention ◽  
Student Satisfaction ◽  
Research University ◽  
Institutional Effectiveness ◽  
Public Research ◽  
Campus Environment ◽  
Public Research University ◽  
New Policies ◽  
Policies And Programs

Academic advisors often recognize areas where change in the campus environment can lead to greater student satisfaction, increased student retention, and improved institutional effectiveness. Advisors are well situated to recommend new policies and programs in response to the need for change. The author presents a method for proposing and implementing campus innovation and a case study illustrating how this approach has successfully brought about a change in the campus environment at a large, public research university.

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