Matching Items (3)
Filtering by
- All Subjects: Universities and colleges
- Creators: Hesse, Marian
Description
Barrett, The Honors College at Arizona State University (ASU) serves as a universal role model for organizing the resources of an institution to support highly motivated and prepared students. In 2009, Barrett, The Honors College (Barrett) opened the nation's first purposefully designed undergraduate honors residential college campus. Given the current demand by other American higher education institutions who wish to better understand how Barrett emerged as a distinct and singular model for an honors residential college experience, this action research study explores the effectiveness of the decisions, execution and outcomes central to Barrett's development. Five senior administrators of college units or universities were interviewed and provided insight for constructing a design for how other honors programs and colleges can learn from the challenges and accomplishments presented in developing an honors college for the 21st century while replicating Barrett's success. The study is framed in the overall context of how Barrett actualizes the New American University at ASU in meeting the demand for producing students that can compete in a global marketplace.
ContributorsHermann, Kristen (Author) / Ewing, Kris M (Thesis advisor) / Rund, James (Committee member) / Hesse, Marian (Committee member) / Arizona State University (Publisher)
Created2011
Description
This study provides an understanding of how administrative leaders make decisions regarding enrollment management within academic units at a major research university in the southwestern United States. Key enrollment management functions of recruiting, admissions, marketing, orientation, financial aid/scholarships, academic advising, student engagement, retention and career services were identified from the literature. Typically applied at the institutional level, this study provides an understanding of how leaders in academic units decide to implement enrollment management. A case study was conducted using qualitative data collection methods which emphasized interviews. Senior administrators, such as associate deans within academic units who have responsibility for enrollment management, served as the sample. Three main theoretical constructs were derived after analysis of the data: Theoretical Construct 1: To meet enrollment and retention goals, leaders strategically plan structures and manage resources for enrollment management functions in their academic units. Theoretical Construct 2: To increase retention, leaders intentionally strive to develop a sense of community through customized programs and services for students in their academic units. Theoretical Construct 3: To achieve enrollment objectives within a school-centric model, leaders build relationships with centralized enrollment management functions and other academic units. The discussion and analysis of the study suggests that academic units follow a similar evolutionary model to institutions as they develop enrollment management functions. Five recommendations on how leaders in academic units can more strategically utilize enrollment management principles in decision making are offered.
ContributorsDeBiaso, Nick (Author) / Mcintyre, Lisa (Thesis advisor) / Hesse, Marian (Committee member) / Faris, Kay (Committee member) / Arizona State University (Publisher)
Created2012
Description
This study explored the phenomenon of student affairs professionals working at Arizona State University who shifted from a student affairs unit to perform similar work in an academic unit. The conceptual framework for this exploration was social identity theory (Tajfel, 1974), which asserts that individuals develop a self-concept or image that derives, in part, from her/his membership in a group or groups. This qualitative study utilized in-person interviews to capture raw data from four purposeful participants, and a software package (NVivo 9) aided in the grounded theory approach to data analysis (Charmaz, 2006). The study found that participants placed a high value on the college-centric approach to their student affairs work, but they still identified as student affairs professionals working inside the academic unit. Findings are useful to: supervisors who have an interest in the professional development and personal well-being of staff; faculty and administrators of master's and doctoral degree programs designed to prepare student affairs professionals; associations that serve student affairs professionals; higher education leaders engaged in organizational change; and higher education administrators interested in the roles of individual biases and values in organizations. This study will interest student affairs professionals making the shift from a student affairs unit to an academic unit, and it will inform the researcher's own practice and career development through his investigation of his own organization.
ContributorsMader, Michael (Author) / Mcintyre, Lisa R (Thesis advisor) / Hesse, Marian (Committee member) / Roen, Duane (Committee member) / Arizona State University (Publisher)
Created2012