Faculty Qualification Guidelines
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Liberal Arts Colleges in American Higher Education
Liberal Arts Colleges in American Higher Education: Challenges and Opportunities American Council of Learned Societies ACLS OCCASIONAL PAPER, No. 59 In Memory of Christina Elliott Sorum 1944-2005 Copyright © 2005 American Council of Learned Societies Contents Introduction iii Pauline Yu Prologue 1 The Liberal Arts College: Identity, Variety, Destiny Francis Oakley I. The Past 15 The Liberal Arts Mission in Historical Context 15 Balancing Hopes and Limits in the Liberal Arts College 16 Helen Lefkowitz Horowitz The Problem of Mission: A Brief Survey of the Changing 26 Mission of the Liberal Arts Christina Elliott Sorum Response 40 Stephen Fix II. The Present 47 Economic Pressures 49 The Economic Challenges of Liberal Arts Colleges 50 Lucie Lapovsky Discounts and Spending at the Leading Liberal Arts Colleges 70 Roger T. Kaufman Response 80 Michael S. McPherson Teaching, Research, and Professional Life 87 Scholars and Teachers Revisited: In Continued Defense 88 of College Faculty Who Publish Robert A. McCaughey Beyond the Circle: Challenges and Opportunities 98 for the Contemporary Liberal Arts Teacher-Scholar Kimberly Benston Response 113 Kenneth P. Ruscio iii Liberal Arts Colleges in American Higher Education II. The Present (cont'd) Educational Goals and Student Achievement 121 Built To Engage: Liberal Arts Colleges and 122 Effective Educational Practice George D. Kuh Selective and Non-Selective Alike: An Argument 151 for the Superior Educational Effectiveness of Smaller Liberal Arts Colleges Richard Ekman Response 172 Mitchell J. Chang III. The Future 177 Five Presidents on the Challenges Lying Ahead The Challenges Facing Public Liberal Arts Colleges 178 Mary K. Grant The Importance of Institutional Culture 188 Stephen R. -
General Criteria Used for Selecting and Evaluating Graduate Faculty I
General Criteria used for Selecting and Evaluating Graduate Faculty I. Rationale A majority of universities that award graduate degrees have established procedures to identify faculty members specifically qualified to train students in advanced degree programs. These members are then identified as the Graduate Faculty. The main responsibilities of the Graduate Faculty are to conduct scholarly research and creative work of high quality, to teach graduate students effectively, to advise graduate students, and to direct the research of graduate students. Listed below are the University-wide performance expectations for those faculty who have these responsibilities at Clayton State University. II. Expectations for Current Graduate Faculty Members Members of the Graduate Faculty at Clayton State University must continually satisfy both University-wide standards and those specific to individual academic components. No single performance criterion should be used to judge the fitness of a member. The primary consideration is whether the faculty member is currently an active and productive scholar and sufficiently prepared to teach at the graduate level. The University-wide performance expectations for current members are as follows: A. Scholarship 1. Possession of the terminal academic degree in the member’s field and ability to submit proof of said degree or recognition for substantive and distinctive contributions to the discipline involved. 2. Evidence of current involvement in scholarly research and/or creative activity. This evidence may consist of the publication of books and refereed articles, obtainment of research grants and contracts, recitals, exhibitions, performances, or other demonstrations of scholarship appropriate to the discipline. B. Intellectual Leadership 1. Active participation in regional, national, or international meetings in or related to the respective discipline. -
The Impact of Earning an Associate Degree Prior to Transfer on Bachelor’S Degree Completion: a Look at Recent High School Graduates
The Impact of Earning an Associate Degree Prior to Transfer on Bachelor’s Degree Completion: A Look at Recent High School Graduates Jonathan M. Turk, Ph.D. Senior Policy Research Analyst, Center for Policy Research and Strategy, American Council on Education Center for Policy Research and Strategy The American Council on Education’s Center for Policy Research and Strategy (CPRS) pursues thought leadership at the intersection of public policy and institutional strategy. CPRS provides senior postsecondary leaders and public policymakers with an evidence base to responsibly promote emergent practices in higher education with an emphasis on long-term and systemic solutions for an evolving higher education landscape and changing American demographic. Founded in 1918, ACE is the major coordinating body for all the nation’s higher education institutions, representing more than 1,600 college and university presidents and related associations. It provides leadership on key higher education issues and influences public policy through advocacy. Hobsons Hobsons is a leading education technology company that supports K-12 schools, systems, and higher education institutions to ensure that students finish what they start. Hobsons’ solutions promote self-discovery and interest exploration; academic and career planning; college preparation, best-fit admissions and enrollment; predictive analytics, advising and holistic student support. To learn more about Hobsons, visit its website at www.hobsons.com. Acknowledgements I would like to thank the multiple people who made this work possible. First, thank you to my partners at Hobsons for funding this project. I look forward to working with you all in disseminating the results of this and future work. -
Liberal Arts Education and Information Technology
VIEWPOINT Liberal Arts Education and Information Technology: Time for Another Renewal Liberal arts colleges must accommodate the powerful changes that are taking place in the way people communicate and learn by Todd D. Kelley hree significant societal trends and that institutional planning and deci- Five principal reasons why the future will most certainly have a broad sion making must reflect the realities of success of liberal arts colleges is tied to Timpact on information services rapidly changing information technol- their effective use of information tech- and higher education for some time to ogy. Boards of trustees and senior man- nology are: come: agement must not delay in examining • Liberal arts colleges have an obliga- • the increasing use of information how these changes in society will impact tion to prepare their students for life- technology (IT) for worldwide com- their institutions, both negatively and long learning and for the leadership munications and information cre- positively, and in embracing the idea roles they will assume when they ation, storage, and retrieval; that IT is integral to fulfilling their liberal graduate. • the continuing rapid change in the arts missions in the future. • Liberal arts colleges must demon- development, maturity, and uses of (2) To plan and support technological strate the use of the most significant information technology itself; and change effectively, their colleges must approaches to problem solving and • the growing need in society for have sufficient high-quality information communications to have emerged skilled workers who can understand services staff and must take a flexible and since the invention of the printing and take advantage of the new meth- creative approach to recruiting and press and movable type. -
General Occupational Technology (GOT)
CURRICULUM PROCEDURES REFERENCE MANUAL SECTION 12 General Occupational Technology (GOT) Approved by the State Board of Community Colleges on November 13, 1996. Revised by SBCC on 11/19/04. Revised by SBCC on 10/19/07. Editorial Revision 07/17/13 General Occupational Technology (GOT) (A55280) PROGRAM DESCRIPTION The General Occupational Technology (GOT) curriculum provides individuals with an opportunity to upgrade their skills and earn an associate degree, diploma, or certificate by taking courses that offer specific job knowledge and skills. The curriculum content will be individualized for students according to their occupational interests and needs. A program of study for each student will be developed from any non-developmental level courses from approved curriculum programs of study offered by the College. Graduates will become more effective workers, better qualified for advancements within their field of employment, and better qualified for a wide range of entry-level employment opportunities. All courses included in the GOT must be taken from approved associate of applied science, diploma or certificate programs. Career and College Promise Students may not be enrolled in General Occupational Technology programs. GENERAL GUIDELINES Approval to offer the General Occupational Technology program is granted by the System President. To gain program approval, the college president must submit a request in writing to the System President [Reference: 1D SBCCC 400.6 (3)]. Colleges are not required to file programs of study for the GOT with the System Office (CC-96-22 and 1D SBCCC 400.10 (d)) due to the unique nature of the program. A diploma or certificate may be pulled from the General Occupational Technology Associate of Applied Science degree to meet the needs of local industry. -
The Magisterium of the Faculty of Theology of Paris in the Seventeenth Century
Theological Studies 53 (1992) THE MAGISTERIUM OF THE FACULTY OF THEOLOGY OF PARIS IN THE SEVENTEENTH CENTURY JACQUES M. GRES-GAYER Catholic University of America S THEOLOGIANS know well, the term "magisterium" denotes the ex A ercise of teaching authority in the Catholic Church.1 The transfer of this teaching authority from those who had acquired knowledge to those who received power2 was a long, gradual, and complicated pro cess, the history of which has only partially been written. Some sig nificant elements of this history have been overlooked, impairing a full appreciation of one of the most significant semantic shifts in Catholic ecclesiology. One might well ascribe this mutation to the impetus of the Triden tine renewal and the "second Roman centralization" it fostered.3 It would be simplistic, however, to assume that this desire by the hier archy to control better the exposition of doctrine4 was never chal lenged. There were serious resistances that reveal the complexity of the issue, as the case of the Faculty of Theology of Paris during the seventeenth century abundantly shows. 1 F. A. Sullivan, Magisterium (New York: Paulist, 1983) 181-83. 2 Y. Congar, 'Tour une histoire sémantique du terme Magisterium/ Revue des Sci ences philosophiques et théologiques 60 (1976) 85-98; "Bref historique des formes du 'Magistère' et de ses relations avec les docteurs," RSPhTh 60 (1976) 99-112 (also in Droit ancien et structures ecclésiales [London: Variorum Reprints, 1982]; English trans, in Readings in Moral Theology 3: The Magisterium and Morality [New York: Paulist, 1982] 314-31). In Magisterium and Theologians: Historical Perspectives (Chicago Stud ies 17 [1978]), see the remarks of Y. -
OAKWOOD UNIVERSITY Faculty Handbook
FACULTY HANDBOOK OAKWOOD UNIVERSITY Faculty Handbook (Revised 2008) Faculty Handbook Page 1 FACULTY HANDBOOK Table of Contents Section I General Administration Information Oakwood University Mission Statement ........................................................................................... 5 Historic Glimpses .............................................................................................................................. 5 Accreditation ...................................................................................................................................... 5 Affirmative Action and Religious Institution Exemption .................................................................. 6 Sexual Harassment ............................................................................................................................. 6 Drug-free Environment ...................................................................................................................... 7 Establishment and Dissolution of Departments and Majors .............................................................. 8 Section II Policies Governing Faculty Functions Faculty Classifications ...................................................................................................................... 10 Academic Rank ................................................................................................................................. 11 Promotions ....................................................................................................................................... -
Legal Studies A.B. Curriculum Code: 0101 Effective: Fall 2021 – Summer 2026
Legal Studies A.B. Curriculum Code: 0101 Effective: Fall 2021 – Summer 2026 Description Pursue your path to studying law or train to be a paralegal. Paralegals generally work under the supervision of an attorney as authorized by law and adhere to recognized ethical standards and rules of professional responsibility. Paralegals investigate the facts; conduct interviews; perform legal research; analyze substantive and procedural laws; draft appropriate documents including: briefs, pleadings, and other forms. Paralegals possess strong technology and case management skills. A Legal Studies degree will prepare you for a variety of career opportunities in private law firms, governmental agencies, corporations, financial institutions, courts systems, legal aid organizations, and other industries. This program is approved by the American Bar Association (ABA). Paralegals are not authorized to engage in the unauthorized practice of law. Not all courses in this program transfer to all colleges. Students planning to transfer should see an academic advisor before enrolling in any course. Additional Information Legal Studies Program Legal Specialty Courses Transfer Credit Policy* The Lansing Community College Legal Studies Program may award transfer credit for designated, legal specialty courses on a case-by-case basis determined by the Legal Studies Program Director, subject to approval of the Dean of the Technical Careers Division. The current Legal Studies specialty courses are LEGL 115, LEGL 125, LEGL 211, LEGL 212, LEGL 218, LEGL 222, LEGL 223, LEGL 225, LEGL 228, LEGL 229 and LEGL 270. The following conditions apply to the transfer of these legal specialty courses: 1. Transfer credit may be awarded for substantially similar courses completed with a grade of “C” or higher in an ABA approved, or other post-secondary academically accredited academic Legal Studies program. -
LFCC Associate of Arts and Science in Psychology to Bachelors Degree
Psychology BS Suggested Transfer Pathway Lord Fairfax Community College Associate of Arts and Science degree in: General Studies Shenandoah University Bachelor of Science degree in: Psychology All coursework and requirements are based on the 2017-2018 Catalog Year. Year One – LFCC Fall Semester Cr Spring Semester Cr ENG 111 College Composition I 3 ENG 112 College Composition II 3 HIS 111 World Civilizations I 3 Social Sciences Elective: PSY 230 3 Math Elective: MTH 151, MTH 120, MTH 158 3 Math Elective MTH 157 or MTH 240 3 SDV 100 College Success Skills 1 Foreign Language/ Minor Elective 3 ITE 119 Information Lit Elective 3 Foreign Language/ Minor Elective 3 Approved Transfer Elective: Recommended PSY 3 Total Credits 15 200 Total Credits 16 All Year Two – LFCC Fall Semester Cr Spring Semester Cr ENG 241, 242, 243, 244, 251, or 252 3 CST 110 Intro. to Speech Communication 3 Social Sciences Elective: PSY 215 3 Science w/ Lab Elective: BIO 102 4 Foreign Language/ Minor Elective 3 Humanities Elective PHI 100, PHI 220, or PHI 3 227 PED/HLT -Physical Ed/ Health Elective 1 Approved Transfer Elective: PSY 216 3 Science w/ Lab Elective: BIO 101 4 Foreign Language/ Minor Elective 3 Total Credits 14 Total Credits 16 Total Credits for Associates of Arts and Science Degree in General Studies: 61 Apply to graduate from Lord Fairfax Community College with an Associate of Arts and Science in General Studies * Courses are listed in a suggested sequence. Students must work with their academic advisers to verify that all requirements for the Associates of Arts and Science degree in General Studies are met. -
A Newsletter for Graduates of the Program of Liberal Studies Vol VI
% u S B A Newsletter for Graduates of the Program of Liberal Studies Vol VI No 1 University of Notre Dame January, 1982 The View from 318 Greetings from the Program - - its faculty, its students and staff (Mrs. Mary Etta Rees) - - in this New Year! It has "been a very full and lively year in and around 318. The return address on Pro gramma has already informed you that the Program did change its name. A simple change of dropping the word "General" was finally seen as most desirable, since it was helpful in avoiding misunderstandings of the Program "by misassociation and in maintaining continuity with the strong academic and personal tradition in education which the Program has represented at Notre Dame for the past thirty-two years. On the very occasion of changing the name, the faculty indicated that the change did not signify any departure at all from the traditions and characteristic emphases that have made the Pro- gram so successful a liberal educator. The logo you saw on the cover was .designed by Richard JHoughton, a junior in the Program, to mark the initiation of the new name. ""It was selected by the faculty from a number of proposals made by students, faculty and friends of the Program. The septilateral figure represents the traditional seven liberal arts of the trivium (logic, grammar and rhetoric) and the quadrivium (arithmetic, geometry, music and astronomy.) The liberal arts are the Program's approaches to the circle of knowledge, unified and unbroken. At the center of the Program's effort are the Great Books, the primary sources uoon which the liberal arts are practiced and in and through which genuine learning can be attained. -
Development of a Curriculum in the Early American Colleges Author(S): Joe W
The Development of a Curriculum in the Early American Colleges Author(s): Joe W. Kraus Source: History of Education Quarterly, Vol. 1, No. 2, (Jun., 1961), pp. 64-76 Published by: History of Education Society Stable URL: http://www.jstor.org/stable/367641 Accessed: 02/05/2008 14:31 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=hes. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit organization founded in 1995 to build trusted digital archives for scholarship. We enable the scholarly community to preserve their work and the materials they rely upon, and to build a common research platform that promotes the discovery and use of these resources. For more information about JSTOR, please contact [email protected]. http://www.jstor.org THE DEVELOPMENT OF A CURRICULUM IN THE EARLY AMERICAN COLLEGES Joe W. Kraus The early American colleges were smaller and poorer counter- parts of the universities of Great Britain, rather than indigenous institutions, and the mother country was the source of their cur- riculum. -
Recommendations of the Faculty Task Force for the Restructuring of the Division of Academic Affairs
FTF May 15, 2013 Recommendations of the Faculty Task Force For the Restructuring of the Division of Academic Affairs Introduction On March 1, 2013, the Provost, pursuant to the Chancellor’s request, formed two Task Forces to consider the optimal structure for the Academic Affairs Division: a Chairs Task Force and a Faculty Task Force. The Executive Committee of the Faculty Senate selected the members of the Faculty Task Force from nominations submitted by the colleges and key councils/committees of the Faculty Senate. The members were: Adriana Lopez-Ramirez - College of Arts, Humanities and Social Sciences Cynthia Daily - College of Business Kent Layton - College of Education Shannon Collier-Tenison - College of Professional Studies Matthew Gifford - College of Science Steve Minsker - College of Engineering and Information Technology John DiPippa - Law School (Chair) Karen Russ - Ottenheimer Library Thomas Clifton - Undergraduate Council Amanda Nolen - Graduate Council Andrew Wright - Faculty Senate Executive Committee Elisabeth Sherwin - Planning and Finance Committee Sarah Beth Estes – Academic Restructuring Liaison (non-voting member) Time Line The Task Forces were to review the existing Academic Affairs division structure and to recommend, by May 15, 2013 at least two new academic structures designed to: Enhance interdisciplinary collaboration to facilitate UALR’s timely response to the changing needs of the city, state and nation in terms of curricula, community engagement, and research. Implement an efficient academic structure that will result in cost savings allowing UALR to match available resources to strategic priorities. By April 23, 2013, the task forces submitted their preliminary recommendations to the Liaison who made them available to the campus community.