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Program Conceptual Framework (Comprehensive Portfolio)
- 1. Visual Representation of Interests, Experiences, and Plans Comprehensive Portfolio Please advance slides to see full progression and description of conceptual framework
- 2. In the U.S. Higher Education sector…
- 3. “…higher education is witnessing a process of deep institutional change that involves the deinstitutionalization of its rooted policy and values frameworks and the parallel institutionalization of new ones. These processes entail a more or less strong resistances, conflicts, tensions but also efforts to conciliate, adapt, translate, assemble the new with the old, the national features of higher education system with the new globalizing pressures, the single institutions structural and cultural features with the new imperatives and demands” (Vaira, 2004, p. 485). Decisions Higher Education Administration External Pressures ECONOMIC GLONACAL Policy & Practice Organizational Change
- 4. “Geertz defines culture by writing, "Man is an animal suspended in webs of significance he himself has spun. I take culture to be those webs, and the analysis of it to be therefore not an experimental science in search of law, but an interpretive one in search of meaning….” Thus, an analysis of organizational culture of a college or university occurs as if the institution were an interconnected web that cannot be understood unless one looks not only at the structure and natural laws of that web, but also at the actors' interpretations of the web itself. Organizational culture, then, is the study of particular webs of significance within an organizational setting” (Tierney, 1998, p. 4). Decisions Higher Education Administration Policy & Practice Organizational Change
- 5. The theory and practice of enrollment management has flourished over the past 40 years. Though there is significant amount of literature in the field, there are few empirical studies to-date. Ethicists indicate that universities have to manage the tension between their expectations and controls (e.g., around admissions requirements) ways that these may “conflict with the views of… prospective students” possibly leading to enrollment declines (Robinson and Moulton, 2005, p. 28). From the reverse perspective, when institutions are trying to increase enrollments, I am interested in how institutions balance the tensions between setting admissions standards that provide access while insuring success. Internal Pressures ACCESS SUCCESS External Pressures Enrollment Management Funnel Access Success Outcomes • Recruitment • Admission Decisions Higher Education Administration Policy & Practice Organizational Change • Persistence • Engagement • Degree Attainment
- 6. There is a significant amount of research and scholarship on the many existing student populations and how organizations address first and second order planned changes as part of diversity initiatives. I will focus my attention on international student populations for three reasons: (1) given the global environmental influences impacting organizational change; (2) global trends in the higher education sector toward attracting international enrollments; and (3) my professional experience and research-based knowledge of the issues around international student success and language proficiency. International Marginalized Student Populations Student Body Immigrant/ Minority Undocumented Enrollment Management Funnel Access Success Outcomes • Recruitment • Admission Decisions Higher Education Administration Policy & Practice Organizational Change • Persistence • Engagement • Degree Attainment
- 7. “…the researcher as narrator has to adopt a more reflexive voice, exposing the conceptual lenses and filters used to represent theories, models and analytical frameworks (Chia, 1996; Collins, 2000), emphasizing that findings are less stable and clear-cut and are open to discussion and (re)interpretation….” (Buchanan, 2003, p. 19). International Marginalized Student Populations Student Body Immigrant/ Minority Undocumented Enrollment Management Funnel Access Success Outcomes • Recruitment • Admission Multi-Lens Theoretical Framework Decisions Higher Education Administration Policy & Practice Organizational Change • Persistence • Engagement • Degree Attainment
- 8. The intersection of the four elements presented in this framework represent the culmination of the last four years of my academic and professional pursuits and uniquely position me to engage in the final stages of my academic program. International Marginalized Student Populations Student Body Immigrant/ Minority Undocumented Enrollment Management Funnel Access Success Outcomes • Recruitment • Admission Multi-Lens Theoretical Framework Decisions Higher Education Administration Policy & Practice Organizational Change • Persistence • Engagement • Degree Attainment
- 9. CONCEPT MAP for Doctoral Program Comprehensive Assessment International Marginalized Student Populations Student Body Immigrant/ Minority Undocumented Enrollment Management Funnel Access Success Outcomes • Recruitment • Admission • Persistence • Engagement Internal Pressures Multi-Lens Theoretical Framework Decisions Higher Education Administration Policy External Pressures ECONOMIC GLONACAL & Practice Organizational Change • Degree Attainment ACCESS SUCCESS External Pressures