The University of Arizona catalogs contain information regarding curricula, fees, university policies, and procedures.

The University of Arizona catalogs contain information regarding curricula, fees, university policies, and procedures.

No description available.

No description available.

The collèges classiques have been the most noteworthy of French Canadian educational institutions. Yet there have been very few studies on the history of these schools in Canada in the French language, and none in English. Since there is a lack of such studies, particularly on the early period of the collèges classiques, it was deemed expedient that a survey of the origin and early development of these institutions be undertaken. [...]

Higher education is experiencing a changing context. Strong leadership is demanded to overcome these challenging times. While management literature offers the transactional-transformational leadership model, the higher education literature argues that applying a managerial leadership model to the academic context ignores the principles of academe. This study examines the relevance of such a model within the academic context. More specifically, the study focuses on transactional-transformational leadership styles and the extent to which chairs' self and faculty members' perceptions of chairs' leadership converge. The study also examines the perceptions of the influence of leadership style on departmental outcomes, extra effort, effectiveness, and satisfaction. This study found that chairs and faculty perceive transformational leadership best characterizes effective leadership. A significant overall group difference was found, suggesting that chairs view themselves to be more of a transformational leader than faculty perceives them to be. Also, chairs and faculty perceived transformational leadership to best predict the departmental outcomes, however there was a divergence between groups as to which transformational factors are predictors of the three outcomes.

<p>The study examines the relationship of these institutions with the University of Botswana within the affiliation system. The issues that were investigated were related to the affiliation system in general, and whether it was beneficial to both the University of Botswana and the affiliated institutions. It was found from the study that the relationship is a symbiotic one. Furthermore, the study looked into the articulation of the programmes of the affiliated institutions with those of the University of Botswana. The issue of the level at which diplomates from the Affiliated Institutions join a degree programme at the University of Botswana was also discussed. The current system is that after three years of doing a diploma at an affiliated institution, the diplomate will join a degree programme at the University of Botswana at year two with a diploma that was awarded by the University of Botswana. As a result the diplomate will spend three more years on the degree programme. Moreover, the issue of semesterising the affiliated institutions&rsquo / programmes, like those of the University of Botswana, was also looked into. Another issue considered was that of monitoring Quality Assurance in the affiliated institutions by the University of Botswana.</p>

No description available.

There is no abstract available for this dissertation.

The purpose of the study was to investigate the effects the predicted enrollment decline will have on the thirteen selected colleges and universities in the Christian College Consortium. An equally important purpose of the study was to develop strategies for continued recruitment and retention of students for the thirteen institutions.To determine the effects of enrollment declines, recruitment, and retention policies and practices, a descriptive Likert-type study was conducted. Because of the small size of the target population of admissions directors, the respondents were given specific narrative and descriptive freedom on which to elaborate and clarify. The items on the instrument were arranged in four sections: general information, enrollment data, recruitment practices, and retention strategies.The conclusions of the study were:Admissions offices throughout the Consortium have chosen to recruit students in those areas that have been successful in the past and have resisted probing into new geographic areas for a different type of prospective clientele. Decreases in recruitment travel were not shown to be made up elsewhere in the recruitment effort. The admissions officers did not send institutional admissions master plans for comparison and analysis.Academic advising was reported as having been only fairly effective as a retention tool throughout the Consortium. The retention efforts of the reporting institutions were most effective in the areas of career counselling and placement. The diversity of institutional assets for retention reported by the Consortium admissions officers had some commonalities. The common denominators were Christian atmosphere, excellence in faculties, personal contacts, and academic qualities in programs and curricula.Evidence of high attrition rates throughout the Consortium was found. The disparity of class sizes was high. The impact of serious demographic decreases in students is not evident in the current classes throughout the Consortium.Based upon conclusions, the following recommendations were made:Admissions directors in the Consortium institutions should have a direct responsibility to the chief executive with movement away from academic affairs. In communicating with the chief executive, admissions directors should decrease recruitment with caution. Increases in other recruitment activities such as personal telephone contacts, alumni visits, and on campus visitation days must offset travel reductions.Each institution must pursue a thorough institutional study and planning process to develop goals, objectives, and timetables for results. This planning process must be built around the strengths of the institution. Curricular programs, major fields of study, and faculty teaching assignments should reflect the abilities of the instructors and be in keeping with the tradition, mission, and long range planning of the institution. Innovative new programs throughout an institution must not attempt to emulate trends embraced by other institutions, but must be a gradual growth and evaluation.Realistic admissions goals must be set well in advance so that efforts can be designed to attain these goals. The admissions year must be seen as an eighteen month calendar for matriculating each new freshman class.