Not available / text

Many changes are occurring in community colleges offering baccalaureate degrees across the nation, especially in the state of Florida where 24 of 28 colleges in the Florida College System are offering baccalaureate degrees. The impact of these institutions shifting their missions from associate to baccalaureate degree offerings is unknown on a key area of the college - Student Affairs. The purpose of this study was to describe and document the perceived changes in and lessons learned about Student Affairs programs at two large, multi-campus colleges in the Florida College System offering Bachelor of Applied Science (BAS) and Bachelor of Science (BS) programs. The primary sources of data collected for this study were from 27 interviews with college administrators and staff and from 22 documents. District and campus-based administrators were selected based on their influence over, or knowledge of, Student Affairs programming at all degree levels and/or specifically at the baccalaureate degree level. Professional and support staff members were selected based on their direct involvement with the delivery or support of Student Affairs programs for baccalaureate students. The five major findings, based on a cross-case analysis, were (a) a focus on operations, (b) struggling with philosophical directions, (c) changes occurring in personnel and operational processes, (d) no change in several areas, and (e) lessons learned in cultural shift. This study concluded that the 2+2 admissions model is confusing to students, and it does not always allow for seamless financial aid coverage, which may be creating "leakages" in the community college baccalaureate (CCB) student success pipeline. Additional staff and resources are needed in the areas of admissions, recruitment, and advising. Several new and/or revised operational processes took place in the areas of admissions, recruitment, registration and records, and financial aid. Although student development theories still are seen as an important foundation of Student Affairs work, each college was struggling with their philosophical directions as a CCB institution. Finally, a majority of participants expressed a resistance to the change of becoming a CCB institution, not understanding if they still were a community college or if they were moving closer to becoming a 4-year university. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2015. / FAU Electronic Theses and Dissertations Collection

This study sought to determine the perceptions and satisfaction of individuals employed as full-time teaching faculty in a multi-campus two-year public postsecondary institution. The Personal Assessment of College Environment (PACE) survey instrument developed by Dr. George A. Baker III was used to collect responses to 55 items in regard to the environmental elements of formal influence, communication, collaboration, organizational structure, work design and student focus. The aforementioned elements were investigated to determine ( a) the current level of faculty satisfaction; (b) the extent to which perceptions differed among division affiliations; ( c) the extent to which perceptions differed between campuses; and ( d) the extent to which perceptions differed when gender, ethnicity, years at Polk Community College or level of education were considered. Findings showed that faculty were generally satisfied with the climate of the institution overall. Faculty in the Math, Science and Health division were less satisfied than others with the organizational structure element of the environment. Male faculty members were generally less satisfied than their female counterparts with the environment. Faculty who had been at the college less than one year rated the highest levels of satisfaction overall.

Miami Dade College (MDC) is predominantly an associate degree granting institution also authorized to confer baccalaureates. As “democracy’s college”, MDC is the nation’s largest, most diverse community college. In 2011, a comprehensive redesign effort was launched to increase degree completion. This sequential mixed model design study queried teacher education student voices to explore their perceived impact of three high-impact practices (i.e., mandatory orientations, assigned advisors, and Individualized Educational Plans). A survey (n=218) was administered during an initial quantitative phase, confirming that a) students perceived the interventions as the institution intended and b) ethnicity influenced perception. Focus groups (n=27) were conducted during a subsequent qualitative phase, unveiling three overarching findings about how and why perceptions of operational, affective, and academic aspects of the interventions were useful, not useful, or could be enhanced to help them navigate/ “survive” college, make adequate progress, and anticipate graduating, transferring, or entering a career. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2016. / FAU Electronic Theses and Dissertations Collection

The purpose of this single-site case study was to examine the organization and leadership change process of Palm Beach State College, a publicly funded institution in Florida, as it embarked on offering bachelor’s degree programs. The study examined the organizational change process and the extent to which Palm Beach State College’s organization transformation aligned with the eight stages of John Kotter’s (1996, 2012) Change Management Model. This qualitative research was conducted using triangulation of data collection and analysis methods via interviews, observations, and document review. This study found that the organizational transformation was a success, and that while expanding its offerings, the college remained true to its core mission. Kotter’s model was found to be appropriate to examine the change process, and the college was well aligned in all but the final stage of the model. This research contributes to the body of knowledge in the field of higher education, primarily for two-year colleges embarking on the endeavor of organizational change process to confer baccalaureates. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2013.

Not available / text

Not available / text

Surveys of women in higher education administrative positions that identified factors which may contribute to career development have been conducted. However, the literature revealed little information regarding the importance placed on those factors by women in higher education administrative positions. The purpose of this study was to determine the importance of selected contributors to career development of women in higher education administration. Data were gathered by a mailed questionnaire to a sample of women administrators employed in Florida state supported community colleges and universities. The 343 useable returned questionnaires represented a 65.5% response rate and 51.3% of the total population. These data were evaluated in terms of: a) the factors identified by women, b) race and age, c) administrative level by institution type, and d) institution type. Descriptive data analysis was conducted using frequency distributions and histograms. Cross tabulation analysis with all statistical options and a one-way analysis of variance were also utilized. There were four factors considered important for which there were no significant differences across the variables of institution type, administrative level by institution type, and selected demographic characteristics. These factors were formal education, willingness to accept added responsibility, timing, and communication skills. The contributing factors showing importance by administrative level by institution type were: chance, participation in a formal administrative internship, committee appointments, and teaching experience. Those factors viewed as important by institution type were: willingness to relocate (community college) and research and publications (university). The factors considered important by age were: a) Affirmative Action plans, b) influence of a mentor, c) personnel administration skills, d) participation in a formal administrative internship, and e) research. The results of the study indicated that women desiring to advance into higher education administrative positions should develop a career plan to include the institution type desired for career development. In addition, women should give serious consideration to the four factors showing no significant difference by institution type, or by selected demographic characteristics.

No description available.

No description available.