HAVEN FOR ALL HUNGRY SOULS: THE INFLUENCE OF THE AFRICAN METHODIST EPISCOPAL CHURCH AND THE SOUTHERN ASSOCIATION OF COLLEGES AND SCHOOLS ON MORRIS BROWN COLLEGE By Serena Celeste Wilson Morris Brown College is a small, private historically Black college located near downtown Atlanta, Georgia. The College is the only post-secondary institution in Georgia founded by Blacks for the purpose of educating Blacks. The relationship between Morris Brown College, and the African Methodist Episcopal Church and the Southern Association of Colleges and Schools presents an untapped area of research regarding the how external regulatory and fiscal contributing bodies influence the internal mission, culture and management of an institution of higher education. Morris Brown College presents a unique case because, since its founding, it has maintained a close affiliation with the Church that established it. Yet, in recent years, its financial existence has been dependent upon the receipt and use of public funding—which is intricately tied to accrediting standards and oversight. In 2003 the College lost its accreditation. This study employs an ethnographic case-study qualitative research design to explore how the College’s relationship with these bodies influenced the institution’s organizational structure, fiscal management, and administrative culture and identity. The study’s findings indicate that the College’s relationship with the Southern Association of Colleges and Schools was largely reflective of the values, ideals, and perspectives of who represented the College at any given time. The College’s relationship with its founding body, the African Methodist Episcopal Church, was primarily maintained through the placement of Church members (largely clergy) on the College’s board of trustees, and evidenced in the College’s ideology and mission. Although an autonomous operating body, the College’s relationships with these two bodies are complicated by the institution’s reliance on continued financial support from the Church, and validation (in the form of accreditation) from SACS. While healthy working relationships with both bodies are not mutually exclusive, the internal planning, governance, and evaluation of the College must necessarily consider the values and expectations of these (and other) external entities.

Academic administrators at historically Black colleges and universities (HBCUs) are faced with multiple challenges regarding retention of students, funding, and maintaining status as an HBCU, yet little is understood about how and why leaders choose a particular career pathway. This lack of understanding creates opportunities for failure related to turnover in leadership, funding discrepancies, and lower rates of retention and persistence for students. Using Maslow's needs theory as the foundation, the purpose of this descriptive study was to better understand the career pathways of established executive level leaders atin HBCUs in order to determine attributes of success among leaders with the rank of provost and higher. Data were collected using open-ended surveys from 30 HBCU executives at the rank of provost or higher. These data were analyzed using descriptive statistics, inductive coding, and thematic analysis. Findings indicated that academic administrators tend to move between private and public institutions frequently, and over 20 percent began an academic career as a faculty member at an institution of higher education. The other key finding is that executives tend to plot a path to higher level, executive positions and this transition occurs over a period of several years and t and that those who maintain a focus on achieving executive status also participate in a variety of seminars and workshops to build peripheral skill in communication, financial management, and collaboration. The social change implications stemming from this study include recommendations to HBCUs to engage in leadership training opportunities for faculty and academic managers to encourage internal promotion of executive positions as a mechanism to preserve the unique organizational attributes of HBCUs.

Student retention in higher education, specifically after the first year, has long been a focus of institutional strategies, especially among students with financial, academic, and social risk factors. The issue of retention was a priority for administration at the 4-year private Sea Port University, a historically black university in the southern United States, which is the focus of this case study. The university has shown a rapid decline in its retention rate since the period 2008 - 2012. The purpose of this study was to identify students' perceptions of factors in their Historically Black Colleges and Universities (HBCU) experience and the influence on retention. The theoretical framework was Chickering and Chickering and Reisser's psychosocial theory of development. Terenzini and Reason's college impact model was the conceptual framework. A qualitative research design using case study methodology was utilized. Semistructured interviews were conducted with 8 African American full-time students who had completed at least one year at Sea Port University. Data analysis included an inductive thematic analysis. The findings indicated students were positively influenced by culturally responsive factors in their HBCU experiences such as developing a sense of lineage in the organizational context, which were reflective of elements of the theoretical and conceptual frameworks. A white paper with suggestions for building organizational contexts was constructed as a project. The findings are central to the provision of an all-encompassing environment for the successful matriculation of African American students, thus influencing positive social change for the students at the institution, in the local area, and at other historically black colleges and universities throughout the nation.

Previous studies and official organizations have indicated that African Americans are underrepresented in the healthcare workforce and that patients belonging to minority groups feel they are treated slightly differently in healthcare settings. Limited research examines perceptions of the nursing profession among a variety of demographic groups, and exploratory investigations into the perceptions of nursing as a career by African Americans are limited. The purpose of this quantitative descriptive study was to explore perceptions of nursing as a career by African American students who attend an undergraduate program at a historically black college or university (HBCU) in an attempt to further explain the shortage of African American healthcare professionals. Gottfredson's theory was used as a framework for this study. Gottfredson's theory explains career choices and gives an explanation based on three social determinants, namely gender, interest, and prestige. Two hundred ninety-five African American college students were asked to complete a Career Values scale survey from the tool Measuring Attributes of Success in College Students to collect data from African American college students to assess their attitudes toward the nursing profession. Findings revealed that nursing was perceived favorably regarding job prospects and prestige, but negatively regarding working conditions and status. Independent samples t tests indicated a statistically significant mean difference in perceived nursing prestige and status between men and women, M = -.32, 95% CI [-.52, -.12], t (246) = -3.13, p = .002, d = -0.40. This study may contribute to positive social change through raising awareness regarding the need for additional African American nurses in the healthcare system.

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As the 25th president of the National Association of Dramatic and Speech Arts, Inc. (NADSA), it was my goal to develop a plan of action for NADSA in the 21st century. Not only is my responsibility to continue the legacy established by others, but also it was my desire to develop ideas based on a thorough and exhaustive historical analysis of the organization, which laid the foundation for a self study of this sort to happen. The purpose of this study is to thoroughly investigate the history of the NADSA for two reasons: 1) to determine what is the driving force behind this organizational structure that has caused it to be the oldest surviving national educational theatre organization in the country; and 2) to evaluate why this association has not taken the rank of being the "premier" theatre association among theatre practitioners. It has been sixty-four years of struggling and surviving for the oldest Black educational theatre organization in America, and that is a magnitude of history of which to be proud. Founded upon the principle that Blacks needed to be educated in both speech and theatre, NADSA has provided a vehicle for almost sixty-five years. This organization established competitions, publications, symposiums, meetings, and opportunities for minorities who had interests in speech and/or theatre on a national level. It also provided opportunities for professional development and networking when Blacks were still thought of largely as "coons". NADSA acknowledged an art form for Blacks when many thought that pursuing theatre arts was simply a waste of time. What I found is simply that this great organization was built on a strong organizational structure and has a phenomenal legacy. The downfall of the organization, as with any organization I suppose, has been with the people who make momentous decisions, based oftentimes not on thinking in terms of what is best for the organization, but possibly, on what is best for their own political agendas. This research has revealed that the organization has survived because there was a need then and there is a need now for Historically Black Colleges and Universities (HBCUs) Speech and Theatre programs to meet and compete in the areas of speech and theatre. It is these largely because of these meetings that HBCU programs receive validity, very similar to that of athletics, which is the model that Edmonds', NADSA's founder, used to develop the structure for NADSA. Also, the research determined that NADSA has not taken the rank of being the "premier" theatre association in the country primarily because that status was never NADSA's goal. NADSA serves a clientele that supports underfunded Speech and Theatre programs primarily at HBCUs. And because it has stayed true to its mission, NADSA has survived the tests of time and maintained its history, mission, and legacy as the oldest surviving educational theatre association in America -- May Its Soul Go Marching On! / Ph. D.

Doctor of Education / Department of Educational Leadership / Trudy Salsberry / Institutional advancement is a constant challenge for leaders at institutions of higher education. The continued threat to historically black college and universities (HBCU) survival, due to the lack of resources they need to operate and compete, is at the forefront of concerns for many HBCU presidents and supporters. Research suggests that to have success in acquiring more resources, universities will need to work with their alumni associations and foundations. The purpose of this qualitative, multi-case study was to contribute to the limited research on the relationships among HBCU leaders responsible for growing resources. Numerous aspects contribute to increasing alumni giving and this study will contribute to that knowledge. The discussion of inter-organizational relationships and how the processes of cooperation, coordination, and collaboration transpire should be a part of the dialogue. Exploration of these relationships and processes can highlight possible solutions and deficiencies in the success of institutional advancement. Sites for this study were purposefully selected to examine these inter-organizational relationships. Data included in-depth interviews and related documents and artifacts. Thirty patterns and three themes emerged from the data analysis. The three themes include an understanding that (a) “working together” enacts cooperation, coordination, and collaboration; (b) human capital and organizational structures affect coordination and the ability to reach goals; and (c) the goal for increased resource capacity focuses the efforts of cooperation, coordination, and collaboration. This study extends the discussion to looking at inter-organizational relationships as another perspective to enhance resources. This investigation also introduces dialogue about alumni association and foundation volunteerism as an important component in developing effective solutions. The understandings portrayed in the identified themes will help university officials, practitioners, advancement volunteers, and supporters of higher education enhance their institutional advancement strategies and help set forth norms for productive behaviors.

American higher education in general, and Historically Black Colleges and Universities (HBCUs) in particular, have experienced a 30-year decline in faculty satisfaction, which has had a negative impact on overall institutional effectiveness. The purpose of this phenomenological case study was to explore managerial solutions for faculty satisfaction by applying Herzberg's 2-factor theory to the insights and experiences of 12 tenure-track faculty members at an HBCU in the southeastern United States. Data were collected through semistructured interviews. The results were sorted, coded, and organized using content analysis software into key Herzberg factors that influenced faculty satisfaction at the study site. Work conditions, institutional administration and policies, personal attainment, and the nature of work were the primary themes. One major cause of faculty dissatisfaction was difficulty in teaching underprepared students. The results suggest the institution should focus on faculty development initiatives for effective teaching strategies, develop a faculty on-boarding process, establish an administrative leadership program, and improve the tenure and promotion process. Upon their implementation, such initiatives will promote a positive ambiance at the study site and improve faculty satisfaction and, thus, overall institutional effectiveness. The results are also applicable to similar institutions aspiring to enhance, faculty performance, satisfaction, and organizational excellence. The results of this study also create positive social change by providing managerial research that contributes to the vibrancy of Historically Black Colleges and Universities.

Since the close of WWII, higher education has been central to the growth of U.S. science, but the role of historically Black colleges and universities (HBCUs)has been under-explored within this narrative. The nation s 105 HBCUs constitute less than one percent of the U.S. higher education community, but consistently have served as a major conduit for the production of African Americans in the sciences, technology, mathematics and engineering. National Science Foundation data reflect an average 29 percent share for the period 1994-2001. The output is even more striking when examined by degrees awarded in disciplinary clusters 50 percent in the agricultural sciences, 45 percent in the physical sciences and mathematics, and 42 percent in the biological sciences. This research explores the role of HBCUs in educating African Americans in science from the boosterism period shortly following World War II, through affirmative action legislation of the 1960s and 1970s, and concluding with current federal policies. A particular analysis is undertaken of Spelman College, a private liberal arts college founded by New England missionaries in the South during the late 19th century as a seminary for former slave women and girls. Spelman presents a unique case to analyze the particularistic characteristics of race, gender and institutional setting within the context of a so-called normative structure of science. Over a 25-year period, Spelman was able to rise beyond the structural limitations of its position as a Black college, a women's college, and a southern college to become one of the single most productive undergraduate institution for African American women earning the baccalaureate degree in science. What new perspectives might the Spelman story specifically and the history of HBCUs generally offer about the history of U.S. science, the notion that careers be open to talent, and current public policy discourse regarding efforts to increase the participation of under-represented racial minorities and women in science, engineering and mathematics? My thesis is that it is the politics of particularlism, not an ideal of universalism, that has fundamentally determined who participates in science and has had a significant impact on HBCUs. Despite these constraints, the contributions that these institutions have made to the U.S. scientific workforce have been enormous.

The problem with which this study is concerned is determining the degree of faculty participation in the decision-making process within six small private black colleges in Texas. The decision areas investigated are faculty personnel (which includes appointments, promotions, tenure, and merit pay increases), curriculum, and administration. Respondents to this study include 189 administrators and faculty members from six small private black colleges in Texas. A continuum designed by a task force of the American Association of Higher Education (1967), which is composed of administrative dominance, administrative primacy, shared authority, faculty primacy, and faculty dominance, was used in the survey. Data from responses are presented by number, percentage, and mean.