This study analyzes the satisfaction of doctoral students in the joint doctoral program in Christian higher education between Dallas Theological Seminary (DTS) and the University of North Texas (UNT). The study focuses on the 18 students who have been identified as advanced participants in or graduates from the joint program from its inception in 1997 through its 10-year mark in 2007. Fourteen of the 18 eligible students agreed to participate in this study for a 77.8 % response rate. The doctoral students completed a survey that was created using a study of Garrett in 2006 of doctoral students at Historically Black Colleges and Universities and of McLaughlin in 2002 of graduate students in Christian education at DTS. The purpose of this study was to determine to what extent the joint doctoral program in higher education between both institutions meets the expectations of the students and prepares them for the range of careers that they then pursue. The study offers a number of findings surrounding the five research questions and offers several conclusions and recommendations for further research. The study concluded that the surveyed participants were immensely satisfied with their education experience thus assuming that the joint program does meet expectations and prepare students for future careers.

The student ambassador program is designed as a solution for meeting the needs and demands of a changing population of incoming and current students.

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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

The problem of this study was career goals of student activities mid-managers and their perceptions of attaining these career goals. An introduction and the purposes of the study are included in Chapter 1. Chapter 2 includes a review of selected literature on professional development and mobility. The methodology used to conduct this study is described in Chapter 3. The findings are presented in Chapter 4, and the summary, discussion, conclusions, and recommendations are contained in Chapter 5. The 455 student activities mid-managers employed at institutions holding membership in the National Association for Campus Activities were mailed a questionnaire composed of demographic items and questions seeking information relevant to the purposes of this study. A total of 296 (65%) usable surveys were returned. The results of the study indicate that the positions of chief student affairs officer and dean of students were career goals of the subjects. The dean of students position was the only position that was perceived as attainable by the subjects. When looked at by gender, males desired and believed that the positions of chief student affairs officer and dean of students were reachable. Women desired both positions, but believed that only the position of dean of students was attainable. A t-test revealed a significant difference between the desire of males and females regarding the position of chief student affairs officer. Fourteen items were presented to the subjects to assess their perceptions of institutional support for professional growth. The sample identified 8 of the 14 items as present in their organizations. A t-test revealed no significant difference between the perceptions of males and females regarding institutional support on any of the 14 items.

This study analyzed how three award-winning divisions of Student Affairs are using assessment to show evidence of student learning and development at their institutions. There is a movement in U.S. higher education toward increased accountability through outcomes assessment. Institutions are called upon to demonstrate effectiveness in their programs and services and to provide evidence of student learning and development in the curricular and co-curricular environments. To date, there is little research on how Student Affairs uses assessment to show that students are learning and developing as a result of participating in its programs, services, and activities. Findings and discussion from this study revealed (a) conditions and strategies for building and sustaining a culture of learning outcomes assessment in divisions of Student Affairs; (b) promising practices in planning, designing, implementing and using student learning outcomes assessment in Student Affairs; and (c) ways that Student Affairs contributes to student learning and development in the co-curricular and curricular environments. Implications of this study show also how selected divisions of Student Affairs are addressing the call for increased accountability in higher education and suggest that Student Affairs plays an integral role within institutions of higher education for student learning and development.

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The problem of this study was to determine the nature of the perceptions of leadership behavior held by deans and directors of student development/student personnel services in Texas community/junior colleges. The directors were further identified as directors of counseling and guidance, student activities, admissions and records, financial aid, job placement, and health services. Deans and directors from all Texas community/junior colleges constituted the population for this group and were selected from college catalogs and a professional directory. Ranking and correlation techniques were used in the statistical analysis of data. Results indicated that leadership behaviors exist which are common to the field of student development/student personnel services, and that jurors generally agreed with deans and directors on those leadership behaviors which they perceived to be the most and least important to leadership. In addition, deans and directors agreed on those behaviors which they perceived to be the most and least important to leadership in their position and area of responsibility. Data revealed that deans and directors placed a high priority on collaborative-interactive type behaviors and a low priority on administrative-related behaviors.