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Master of Science / Department of Special Education, Counseling and Student Affairs / Kenneth F. Hughey / Judicial affairs play an integral role in the functioning of an institution and in the moral development of students. Thus, it is critical to have an understanding of the structures that are utilized, how to choose the most effective structure for one’s specific institution, and how to successfully bring about the moral and ethical development of students. The purpose of this report is to examine the judicial structures that are in place at institutions of higher education and their impact on students. Topics discussed include the history of discipline and current judicial structures that are commonly utilized (e.g., legalistic, collaborative, honor codes, and restorative justice), how they function, and if an ideal judicial structure exists. In addition, the report addresses the theoretical foundations of moral and ethical development through the work of Gilligan (1982), Kohlberg (1964), Perry (1981), and Piaget (1965), and provides perspectives and insight on the judicial process from both judicial and student affairs administrators as well as students who have experienced the process. The findings presented in the report include the transition from judicial systems run by administrators to those run primarily by students, and the importance of understanding theories of student moral development despite the process that is chosen. Also noted are the significant impact of a student’s moral development on their perceptions of the process and on their resultant behaviors, and the role the campus environment plays in regards to behavior and discipline. Additionally, the findings convey the importance of employing judicial structures that are effective for the student population at the institution, and not subscribing to a one-size-fits-all model. Finally, the crucial role of evaluation and continual improvement in creating an effective structure, and the implications for future practice that come from this are discussed.

<p> The purpose of this qualitative study was to gain a better understanding of the expectations and experiences of traditional-aged undergraduates as they interacted through portable internet devices (PID) at their institution of higher education (IHE). A Basic interpretive qualitative design was used for this study (Merriam &amp; Associates, 2002; Merriam, 2009). One-on-one interviews were utilized to gather data from 22 students. Interviews were conducted with students from a single institution who lived on campus and owned at least one PID. The data was analyzed using an open thematic analysis (Merriam, 2009) and was guided by Kuh&rsquo;s (1993) theory of student engagement. </p><p> Six major findings were identified. First, there has been an emergence of a new digital divide due to the proliferation of these devices. Second, it is important to consider the context of a student&rsquo;s interactions when trying to engage through PIDs. Third, students have high expectations of their IHE student life and personnel when interacting via PIDs. Fourth, for students, there is continuity of interactions that occur with peers, faculty, staff, and external communities. Fifth, students are conditioned to, and, in fact, expect greater flexibility in planning efforts due to PID use. Lastly, PIDs have enabled a new form of accountability for students, allowing them to set and meet goals. </p><p> Observations from the study led to seven primary recommendations for practitioners. These recommendations focused on policies and practices IHE personnel can employ to foster engagement most effectively in their students. The implications for practice included that IHE personnel need to: (a) assess how students use PIDS to interact at the IHE, (b) make prudent decisions about communication efforts through PIDs to maximize return on investment, (c) assess continuously in-person situations to ensure maximum engagement from students, (d) provide PIDs to students upon arrival, (e) enhance communication efforts with parents and external communities, (f) integrate accountability and expectation functions on to institutional apps, and (g) develop strategic and tactical plans for engagement through PIDs. Results of the study provided insight into the unique blending of both the physical and virtual worlds of traditional-aged undergraduates through their use of PIDs.</p>

The decline in funding allocations to state-supported institutions of higher education (IHEs) in Kentucky has compelled these universities to secure alternate forms of funding to support their capacity to meet public expectations. These other funding streams include increasing enrollment numbers, securing philanthropic support, and acquiring sponsored funding for research projects and programs. While smaller statesupported IHEs face resource and credibility challenges in their pursuit to expand external funding activity, these Emerging Research Institutions (ERIs) continue to strategically bolster their respective research enterprises amid shrinking budgets and increased competition for external funds. Research administration offices are the institutional units responsible for facilitating and supporting the pursuit of sponsored research and are integral to the research missions of these ERIs as an essential structure that enhances the capacity to secure externally sponsored funding. This study explores how external and internal environmental changes influenced adaptive responses, including reconfiguring institutional policies, modifying the role of research administrators, and restructuring offices of sponsored programs to increase the amount of ERI federal research productivity and procurement. This research employs qualitative methods to gain an understanding of how ERIs adapt to a decline in state appropriations and reconfigure organizational structures and roles to facilitate adaptation. The chief research officer (CRO) and staff of sponsored programs offices (SPOs) at three purposefully selected state-supported ERIs in Kentucky were given pre-surveys and interviewed. Next numerous documents related to each site’s research enterprise were collected and analyzed to understand how sponsored program offices are structured, how duties are officially codified and delineated, and what policies are in place to govern research activity. Key findings in the study support the importance of upper-administrative knowledge building and leadership in expanding the ERI research enterprise. Additionally, strategic resource allocation, organizational restructuring, a strong policy base and a focus on research development activities are critical elements in bolstering competitive external funding procurement.

<p> The purpose of this descriptive and comparative study was to identify Information and Technology Communication (ICT) tools used by Saudi faculty and United States faculty, and to investigate relationships between their perceptions of ICT applications and ICT use. A questionnaire was sent to 292 Saudi faculty from six Saudi universities and 253 US faculty from five universities. The questionnaire gathered information about the use of and attitudes toward ICT applications. Results found that 65% of the United States faculty taught part or all of a course online as compared to only 26% of Saudi faculty. Saudi faculty used Social Media applications significantly more often than US faculty. Saudi faculty also reported using Google Documents, Photos and Website links significantly more often than US faculty while US faculty used podcasts and text documents significantly more often. Results from a path analysis of the relationships between ICT attitudes and actual ICT use based on Davis' (1993) TAM framework found that for Saudi faculty, system was the only variable significantly related to actual ICT Use. Ease of Use was significantly related to Perceived Value while Perceived Value was significantly related to Attitude Toward ICT Use. For US faculty, again, system was the only variable to have a significant relationship with Actual ICT use. Perceived Value was found to have a significant effect on Attitude Toward Use of ICT tools. The larger relationship between system use and actual ICT tool use for US faculty suggests that they had more access thus more experience using ICT tools than Saudi faculty. In addition, differences in attitudes toward ICT between Saudi and US faculty may be due Saudi faculty's primary use of social media and email applications as compared to US faculty's use a variety of more complex ICT applications including Audio. Overall results from this study suggest that Saudi faculty would benefit from training in the use of a variety of ICT application in addition to social media and email within the context of Learning Management Systems while US faculty would benefit from training in the use of social media applications as an instructional tool.</p>

Higher Education Institutions are worth £45 billion to the UK economy, according to a report published in 2006 by Universities UK (UUK), the representative organization of the United Kingdom’s universities. The higher education sector has undergone considerable change with the introduction of the marketplace, tuition fees and business management structures and methods. Managing change as a middle manager is acknowledged to be important activity (see for example, Beer, Eisenstat and Spector, 1990) and yet there is a limited amount of empirically research that has been conducted to discover how change is managed in the higher education sector in England by these staff. This study explores the perceptions of higher education managers about their role in managing change in the higher education sector. It is an exploratory study based on thirty-one interviews with managers in nine universities from across the higher education sector in England. The universities were chosen to ensure there was a representative sample from the main groups within the sector and a geographical spread across the country’s regions. The literature review found a wide range of contrasting viewpoints that provided a myriad of support and confusing messages. There was a lack of information about how higher education managers manage and, in particular, how they manage change. Managers, and those who seek to help them, face challenges in seeking and providing guidance and improving practice. The middle manager has to manage change and use a variety of means to achieve it. They are caught in the middle between senior managers and staff and other stakeholders. They have primarily learned from experience but need support and guidance when they come across change projects of which they have no knowledge. This can be provided by access to case based practice and a network of experienced experts. This research recommends the creation of such support using new media available via the internet provided through professional associations such as the Association of University Administrators (AUA).