The document presents a conceptual framework for a portfolio on higher education administration. It focuses on enrollment management for marginalized student populations, specifically international students. The framework examines leadership and organizational culture in relation to institutional policy and practice. It also explores how internationalization trends and the globalized economy have impacted traditional US-centric approaches to infrastructure, education, and outreach goals in higher education.
Estas sesiones muestran el camino más práctico y puramente metodológico, para la elaboración del proyecto de tesis ya sea de Maestría o de Doctorado.
Pagina web: http://conasin.web.officelive.com/default.aspx
Estas sesiones muestran el camino más práctico y puramente metodológico, para la elaboración del proyecto de tesis ya sea de Maestría o de Doctorado.
Pagina web: http://conasin.web.officelive.com/default.aspx
Presentation held by Prof. Oliver Iliev as a part of the - Cooperation between academia and ICT businesses Session at the 8th SEEITA and 7th MASIT Open Days Conference, 14th-15th October, 2010
Come hear how one school has used a schoolwide data management system to track
and grow student success and create a rigorous learning environment. Participants will
be able to see how key elements of personalization—limited size, teacher teamwork,
ConnectEDU tools, rigor and career, and college and civic preparation—come together to
provide the structure needed for success in this New York-based AOF program.
University of Toledo Student Experience Improvement Strategic PlanIoan Duca
The fundamental objective addressed in the Student Experience Strategic Plan 2011 is to create a distinctive, nationally recognizedstudent experience by realigning the university culture and climate. This student-‐centered, engaging academic environment will be achieved by focusing on improving overall retention rates, increasing enrollment and recruitment of higher-‐achieving students. Student service improvement and development along with institutional transparency will be key factors in this journey. The core focus will be to cultivate interdepartmental relationships with the aim of enmeshing faculty and staff into a new pledge.
This pledge is not just to Ohioans. It is not just to Americans. It is a pledge to anyone in search of knowledge and a better life. This pledge will be to uphold our mission to improve the human through learning, support, and an inspiring educational environment. The realization of these objectives will promise our students that the cutting-‐edge education they receive at the University of Toledo will be matched with an unparalleled student experience.
Over the next three years we will transform our University in several manners. In the first year, we will focus on improving our academic and support services. Services currently provided will be evaluated against those utilized by top performing universities
across the United States. We will embrace freshmen to our campus-‐community through exciting social and career opportunities.Partnerships with our deans, faculty, and most importantly our students will ensure that University of Toledo students feel fulfilledand prepared for their career choices. Providing academic support and quality will only be part of our first-‐year aims. We will work with our academic and support departments to foster community and business relationships for the purpose of strengthening
student career opportunities.
The second year of action will continue the advancement of university best-‐practices. Students will view their academic advisors as partners in success extending far beyond the traditional duties of course selection, scheduling, and registration. The student-‐staff
connection will be strengthened and we will engage them into helping us transform the university culture. They will succeed because we will identify and target populations at-‐risk of attrition, and ensure that we provide them with the tools for success. All
UT students will graduate and know that we provided them with student experiences that will last their lifetimes.
By our third year, the programs we have fostered will be evaluated to gauge retention and recruitment improvement rates. We will continue our successful initiatives and look to other areas of improving the student experience in order to promote the university sustainability.
Transforming a university culture to one of student centeredness has been the momentous mission
Slides for a team away day setting out the context in which Manchester Metropolitan University's Learning and Research Technologies team works - includes some recent stats on outputs from projects delivered by the team.
One Community College's Journey with Enterprise Risk Management - Tom GormanAMSolutions
From Silos to Effective Governance: One Community College's Journey with Enterprise Risk Management was presented at the EACUBO Annual Conference in Providence, RI. Tom Gorman, Director, Education & Government at Accounting Management Solutions, partnered with Helen Celements, Comptroller at North Shore Community College, to deliver the presentation.
Portfolio of Initiatives: An Institutional Model for Implementing Student Suc...Sukhwant Jhaj
Graduating more students and increasing the quality of their learning are national priorities and Oregon is implementing 40-40-20 to improve student attainment. Due to demographic shifts, institutions must maintain institutional quality and reputation by building capacity to successfully serve an increasing numbers of first-generation and under-represented students. Educational institutions that fail to develop the capacity to serve a diverse student body, with varying ability, will face existential challenges.
Research has shown that institutions can surpass the limits set by institutional resources and students’ backgrounds by engaging students in high quality learning experiences, organized around clearly articulated learning outcomes, supported by high-impact practices, and project redesign using assessment of student learning and program effectiveness.
While there is significant research on factors that have an impact on student success, there are few models that outline how institutions can successfully implement student success initiative. Retention efforts are also distributed across the schools and colleges. This typically results in an institution developing a patchwork of programs, which are not effectively coordinated, where success of one program is negated by the actions of another project on campus, resulting in little or no progress in improving student success.
Case Study: At Portland State University we have implemented a Portfolio-of-Initiatives framework, developed by McKinsey and Company, to develop strategy, and manage implementation. Using a Portfolio-of-Initiatives approach has required us to focus on:
• A disciplined search for a variety of initiatives with the highest possibility of success.
• Rigorous monitoring of projects and sub-projects, with a focus on action.
• Supporting the champions.
• Scaling up successful ideas and projects and winding down unsuccessful projects and changing course when needed.
Portfolio-of Initiatives includes projects that aim to: improve effectiveness of existing academic policies and services; support early identification of students at risk; intentional advising and charting a pathway to degree completion; improve communication; address academic needs of students with a High School GPA below 3.0; address financial concerns; ease transition to college using peer mentoring; improve persistence of Freshmen living in residence halls; make student success data available at unit level; reduce the number of courses with preponderance (20%) of D, W, F grades; manage capacity of programs and course offerings for timely progress to graduation.
Summary: This session will focus on the theory and practice of developing institutional student success initiatives. We will offer Portfolio-of-Initiative implemented at Portland State University as a case study for the participants.
Presentation deck describing the issues faced by institutions within the graduate management education industry that relate to enrollment management, marketing and communications and career services and placement.
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
Read this presentation to know:
-Ways to build product knowledge among your front-line employees
-How to consistently train your entire workforce with same level of rigor and application
- How to address key priorities such as training man-days, budget-cuts and coverage
-How to ensure a direct link between your business objectives & your training agenda
- How to include a blended approach in your training initiative for maximum impact
Visit www.24x7learning.com/resources.html To download the presentation
Or
Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation
Connect to Us:
Facebook: facebook.com/24x7LearningIndia
Twitter: twitter.com/24x7learning
LinkedIn: lnkd.in/6qD2pY
Presentation held by Prof. Oliver Iliev as a part of the - Cooperation between academia and ICT businesses Session at the 8th SEEITA and 7th MASIT Open Days Conference, 14th-15th October, 2010
Come hear how one school has used a schoolwide data management system to track
and grow student success and create a rigorous learning environment. Participants will
be able to see how key elements of personalization—limited size, teacher teamwork,
ConnectEDU tools, rigor and career, and college and civic preparation—come together to
provide the structure needed for success in this New York-based AOF program.
University of Toledo Student Experience Improvement Strategic PlanIoan Duca
The fundamental objective addressed in the Student Experience Strategic Plan 2011 is to create a distinctive, nationally recognizedstudent experience by realigning the university culture and climate. This student-‐centered, engaging academic environment will be achieved by focusing on improving overall retention rates, increasing enrollment and recruitment of higher-‐achieving students. Student service improvement and development along with institutional transparency will be key factors in this journey. The core focus will be to cultivate interdepartmental relationships with the aim of enmeshing faculty and staff into a new pledge.
This pledge is not just to Ohioans. It is not just to Americans. It is a pledge to anyone in search of knowledge and a better life. This pledge will be to uphold our mission to improve the human through learning, support, and an inspiring educational environment. The realization of these objectives will promise our students that the cutting-‐edge education they receive at the University of Toledo will be matched with an unparalleled student experience.
Over the next three years we will transform our University in several manners. In the first year, we will focus on improving our academic and support services. Services currently provided will be evaluated against those utilized by top performing universities
across the United States. We will embrace freshmen to our campus-‐community through exciting social and career opportunities.Partnerships with our deans, faculty, and most importantly our students will ensure that University of Toledo students feel fulfilledand prepared for their career choices. Providing academic support and quality will only be part of our first-‐year aims. We will work with our academic and support departments to foster community and business relationships for the purpose of strengthening
student career opportunities.
The second year of action will continue the advancement of university best-‐practices. Students will view their academic advisors as partners in success extending far beyond the traditional duties of course selection, scheduling, and registration. The student-‐staff
connection will be strengthened and we will engage them into helping us transform the university culture. They will succeed because we will identify and target populations at-‐risk of attrition, and ensure that we provide them with the tools for success. All
UT students will graduate and know that we provided them with student experiences that will last their lifetimes.
By our third year, the programs we have fostered will be evaluated to gauge retention and recruitment improvement rates. We will continue our successful initiatives and look to other areas of improving the student experience in order to promote the university sustainability.
Transforming a university culture to one of student centeredness has been the momentous mission
Slides for a team away day setting out the context in which Manchester Metropolitan University's Learning and Research Technologies team works - includes some recent stats on outputs from projects delivered by the team.
One Community College's Journey with Enterprise Risk Management - Tom GormanAMSolutions
From Silos to Effective Governance: One Community College's Journey with Enterprise Risk Management was presented at the EACUBO Annual Conference in Providence, RI. Tom Gorman, Director, Education & Government at Accounting Management Solutions, partnered with Helen Celements, Comptroller at North Shore Community College, to deliver the presentation.
Portfolio of Initiatives: An Institutional Model for Implementing Student Suc...Sukhwant Jhaj
Graduating more students and increasing the quality of their learning are national priorities and Oregon is implementing 40-40-20 to improve student attainment. Due to demographic shifts, institutions must maintain institutional quality and reputation by building capacity to successfully serve an increasing numbers of first-generation and under-represented students. Educational institutions that fail to develop the capacity to serve a diverse student body, with varying ability, will face existential challenges.
Research has shown that institutions can surpass the limits set by institutional resources and students’ backgrounds by engaging students in high quality learning experiences, organized around clearly articulated learning outcomes, supported by high-impact practices, and project redesign using assessment of student learning and program effectiveness.
While there is significant research on factors that have an impact on student success, there are few models that outline how institutions can successfully implement student success initiative. Retention efforts are also distributed across the schools and colleges. This typically results in an institution developing a patchwork of programs, which are not effectively coordinated, where success of one program is negated by the actions of another project on campus, resulting in little or no progress in improving student success.
Case Study: At Portland State University we have implemented a Portfolio-of-Initiatives framework, developed by McKinsey and Company, to develop strategy, and manage implementation. Using a Portfolio-of-Initiatives approach has required us to focus on:
• A disciplined search for a variety of initiatives with the highest possibility of success.
• Rigorous monitoring of projects and sub-projects, with a focus on action.
• Supporting the champions.
• Scaling up successful ideas and projects and winding down unsuccessful projects and changing course when needed.
Portfolio-of Initiatives includes projects that aim to: improve effectiveness of existing academic policies and services; support early identification of students at risk; intentional advising and charting a pathway to degree completion; improve communication; address academic needs of students with a High School GPA below 3.0; address financial concerns; ease transition to college using peer mentoring; improve persistence of Freshmen living in residence halls; make student success data available at unit level; reduce the number of courses with preponderance (20%) of D, W, F grades; manage capacity of programs and course offerings for timely progress to graduation.
Summary: This session will focus on the theory and practice of developing institutional student success initiatives. We will offer Portfolio-of-Initiative implemented at Portland State University as a case study for the participants.
Presentation deck describing the issues faced by institutions within the graduate management education industry that relate to enrollment management, marketing and communications and career services and placement.
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
Read this presentation to know:
-Ways to build product knowledge among your front-line employees
-How to consistently train your entire workforce with same level of rigor and application
- How to address key priorities such as training man-days, budget-cuts and coverage
-How to ensure a direct link between your business objectives & your training agenda
- How to include a blended approach in your training initiative for maximum impact
Visit www.24x7learning.com/resources.html To download the presentation
Or
Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation
Connect to Us:
Facebook: facebook.com/24x7LearningIndia
Twitter: twitter.com/24x7learning
LinkedIn: lnkd.in/6qD2pY
The annihilation of haiti & the role of the western media for classnsealey
This presentation was part of a doctoral assignment on critical anaysis of presentation of Haiti and the Western Media. This presentation summarizes the types of Western Media's roles in the representation of Haiti, one of the nations in the African diaspora. The song "Forgive Them Father" belongs to Columbia. I do not own any of the clips, photos, or music shown in this compliation. This video was created expressly for EDUC 893 media presentation at George Mason University.
The annihilation of haiti & the role of the western media for class
Spring 2013 concept map
1. A Visual Representation of
Interests, Experiences, and Plans
Portfolio Two
Please advance slides to see full progression
and description of conceptual framework
3. …higher education administration
has traditionally been a complex
superstructure of interactive
elements. Leadership practice in
relationship to organizational
culture and institutional policy and
analysis are key areas of study.
Leadership
Higher Education Administration
Org
Culture Institutional
Policy &
Practice
4. The theory and practice of
“enrollment management” has
flourished . Though there is
significant research in many of the
subcategories, there is little
scholarly research on EM as a
whole. To narrow the scope of my
work, I will focus on the student
success range of the enrollment
funnel along with perspectives of
administrative functions responsible
for it. •Recruitment
Access •Admission
Enrollment Management Areas
•Retention
Success •Attrition
•Persistence
•Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Culture Institutional
Policy &
Practice
5. There is a significant amount of Immigrant/
Undocumented
research and scholarship on the
many existing student populations. I
will focus on international students International Minority
as the initial population affected
under this investigative plan. Marginalized Student Populations
Student
Body
•Recruitment
Access •Admission
Enrollment Management Areas
•Retention
Success •Attrition
•Persistence
•Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Culture Institutional
Policy &
Practice
6. In the recent Minority
decade, internationalization is a
trend which has directly impacted
Immigrant/
the system… International
Undocumented
Marginalized Student Populations
Student
Body
•Recruitment
Access
Internationalization •Admission
Enrollment Management Areas
Paradigm •Retention
Success •Attrition
•Persistence
•Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Culture Institutional
Policy &
Practice
7. …and is shifting some of the Minority
traditional U.S. centered approaches
to infrastructure, educational and
Immigrant/
outreach goals in a globalized International
Undocumented
economy.
Marginalized Student Populations
Student
Body
•Recruitment
Access
Internationalization •Admission
Enrollment Management Areas
Paradigm •Retention
Success •Attrition
•Persistence
•Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Traditional Culture Institutional
US-Centric
Paradigm Policy &
Practice
8. Ultimately, my research questions Minority
are centered around the affect that
this paradigm has on the practice
Immigrant/
of higher education administrative International
Undocumented
leadership along the thread of study.
However… Marginalized Student Populations
Student
Body
•Recruitment
Access
Internationalization •Admission
Enrollment Management Areas
Paradigm •Retention
Success •Attrition
•Persistence
•Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Traditional Culture Institutional
US-Centric
Paradigm Policy &
Practice
9. …first, I will include a critical Minority
multicultural lens (as opposed to
theory) in order to ground my
Immigrant/
analysis, findings, and International
Undocumented
recommendations in an ethically
responsible and equitable way for Marginalized Student Populations
this student population (connecting Student
power, identity, and knowledge). Body
CRT
•Recruitment
(Bell) Access
Internationalization •Admission
Enrollment Management Areas
Paradigm Habitus
•Retention
(Bourdieu) Success •Attrition
•Persistence
Critical Multicultural Lenses •Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Traditional Culture Institutional
US-Centric
Paradigm Policy &
Practice
10. CONCEPT MAP Minority
for Doctoral Research Plan
Immigrant/
International
Undocumented
Marginalized Student Populations
Student
Body
CRT
•Recruitment
(Bell) Access
Internationalization •Admission
Enrollment Management Areas
Paradigm Habitus
•Retention
(Bourdieu) Success •Attrition
•Persistence
Critical Multicultural Lenses •Engagement
•Degree
Attainment
Outcomes •Alumni
Engagement
Leadership
Higher Education Administration
Org
Traditional Culture Institutional
US-Centric
Paradigm Policy &
Practice