The purpose of this investigation is to identify various economic, societal, and institutional variables that can be associated with enrollment trends of the Research Universities I and II. These variables will then be used to formulate disaggregated enrollment forecasts by enrollment-change categories and by institutional classification, using Carnegie Commission and Office of Education taxonomies. These disaggregated trends along with appropriate variables and forecasted variables will be used to construct prediction models by category and institution. The results indicate that the research universities have not experienced declining enrollments and that their growth was slower but more stable than the national norm. They have not experienced the growth of part-time students that occurred nationally. Instead, the increased enrollment was caused by a growth in the female student population. The enrollments of research universities can be predicted by the one variable of time with an error of less than 3.0 percent. The predictors based upon individual institutions produce an error of 0.993 percent for the Research Universities I and 1.650 percent for the Research Universities II. The predictions based upon trend groups produced an error of 4.32 percent and 2.29 percent for the respective research universities. The enrollment of the research universities can be predicted with an accuracy of 13.54 percent for the Research Universities I and 8.134 percent for group II.

No description available.

No description available.

In this study, the management of student admission and registration process at the University of North-West (UNW) was evaluated. The purpose of the study was to determine empirically the challenges facing admission management and the perceptions of students and staff on the admission process. A thorough literature study of management processes was done and a survey method was used to gather data. The subjects of the study were 57 students and 15 admission staff members (manager academic services, admissions officer, administration officers, senior administration officers, faculty secretaries, examination officer, accounts and finance personnel). The empirical investigation conducted has shown that students, the very customers of collegiate education, regard staff attitude as one of the important attributes that reflects on good management and that in their view admission staff at UNW is lacking in terms of their on-the job attitude. The findings also revealed that admission staff, on the other hand, finds their attitude to be normal and acceptable. It is for this reason that management faces a challenge of having to come up with a solution that will best address the matter to restore good student-staff relations on campus. As a possible solution to this problem, a staff induction course on customer relations management (CRM) was recommended for all staff involved with student affairs and admissions~ This would help clear misunderstandings between students and staff, thus creating an environment of mutual respect and trust. It would, further, go a long way in attracting more students to this university once the basics are in place. Furthermore, the study revealed a number of issues including online services, student orientation and planning, that need to be addressed to improve the quality of the admission process at UNW. ln this regard, the study recommends management to consider utilizing online services to offset long queues and fatigue, to fully engage the counselling centre, faculty officers, deans and departmental heads in the career guidance programme and to foster cooperation and coordination across all operational divisions. / Thesis (MBA) North-West University, Mafikeng Campus, 2003

No description available.

The purpose of the study was to develop a training manual for admissions officers. The problem to be resolved was to translate into a series of linear frames some principles of good practice, management, and conduct that could be used as a guide by most admissions officers and offices.On many occasions, persons are designated as admissions officers in institutions of higher learning without having any knowledge of the functions and responsibilities of the office. Competence as an admissions officer may be achieved through experience or in-service training. As of now, no formal collegiate courses are available for the training of admissions officers. The problem that currently exists is the one of making workshops and institutes available to all of the new admissions officers nationally. The use of a programmed instructional training manual for admissions officers was expected to fill this void.Research was conducted on the subject matter areas of which admissions officers should be informed. Information for the training manual was obtained from The Professional Audit, compiled by a training team consisting of members of the American Association of Collegiate Registrars and Admissions Officers and the National Association of College Admissions Counselors. The Professional Audit,contained seventeen sections of basic principles pertinent to good management, practice, and conduct for admissions officers.Research on programmed instruction was conducted to gain a knowledge of the concept and theory of developing programmed materials. The research yielded results favorable to the technique of linear programming as the technique best suited for the purpose of the study.A linear programmed instructional unit was developed using the statements of basic principles in The Professional Audit as a source of subject matter. Seven of the seventeen sections of The Professional Audit were programmed. The seven sections constituted a model training manual that in-service training of admissions officers.The programmed materials were developed with the assistance of Dr. James G. Hunt, professor of educational psychology, Ball State University. Dr. Hunt was an experienced programmer and had co-authored several published programmed texts. The frames, written a few at a time were edited by Dr. Hunt for composition and programming techniques. The frames that were found to be inadequate were revised before being included in the training manual.The programmed unit was tested for validity by using the 90/90 standard. Ten graduate students were selected as subjects to field test the training manual. Of the ten, seven completed the program. In order for the program to technique of programmed instruction could be used to develop training manuals for other administrators who do not have the opportunity for formal training, for example, development officers, housing administrators, and career information specialists.The programmed instructional training manual for admissions officers will be expanded to include all of the seventeen original sections. Further, it is hoped that the manual will be published and utilized nationally by the professional organization.

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.

Liu, Jian. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2010. / Includes bibliographical references (p. 86-91). / Abstracts in English and Chinese. / Chapter 1 --- Introduction of Matching Mechanisms --- p.1 / Chapter 1.1 --- Background for College Admissions Problem --- p.1 / Chapter 1.2 --- Background for Internet Advertising Market --- p.3 / Chapter 2 --- Application I: College Admissions Problem Revisited --- p.6 / Chapter 2.1 --- Three Basic Mechanisms --- p.6 / Chapter 2.1.1 --- Boston Mechanism --- p.7 / Chapter 2.1.2 --- Gale-Shapley Student Optimal Mechanism --- p.9 / Chapter 2.1.3 --- Top Trading Cycles Mechanism --- p.11 / Chapter 2.2 --- College Admissions Mechanisms Around the World --- p.12 / Chapter 2.2.1 --- Serial Dictatorship in Turkey --- p.13 / Chapter 2.2.2 --- JUPAS in Hong'Kong SAR --- p.14 / Chapter 2.2.3 --- College Admissions in Mainland China --- p.16 / Chapter 2.3 --- Generalized Model for College Admissions: JUPAS Revisited --- p.19 / Chapter 2.4 --- Extension to Marriage Problem --- p.23 / Chapter 2.5 --- Strategy Analysis in Extended Marriage Problem --- p.27 / Chapter 2.6 --- Strategy Analysis in JUPAS --- p.30 / Chapter 2.7 --- Efficiency Investigation via Simulation --- p.33 / Chapter 2.7.1 --- Efficiency Definition --- p.33 / Chapter 2.7.2 --- Simulation Design --- p.36 / Chapter 2.7.3 --- Simulation Results --- p.38 / Chapter 3 --- Application II: Search Engines Market Model --- p.42 / Chapter 3.1 --- The Monopoly Market Model --- p.42 / Chapter 3.1.1 --- The Ex Ante Case --- p.43 / Chapter 3.1.2 --- The Ex Post Case --- p.45 / Chapter 3.1.3 --- Formulated As An Optimization Problem --- p.51 / Chapter 3.2 --- The Duopoly Market Model --- p.54 / Chapter 3.2.1 --- Competition for End Users in Stage I --- p.54 / Chapter 3.2.2 --- Competition for Advertisers in Stage II and III --- p.57 / Chapter 3.2.3 --- Comparison of Competition and Monopoly --- p.65 / Chapter 3.3 --- Numerical Results and Observations --- p.70 / Chapter 3.3.1 --- Baseline Setting --- p.71 / Chapter 3.3.2 --- Effect of Supplies --- p.74 / Chapter 3.3.3 --- Effect of Discount Factors --- p.75 / Chapter 4 --- Related Work --- p.78 / Chapter 5 --- Summary and Future Directions --- p.83 / Bibliography --- p.86

published_or_final_version / Language Studies / Master / Master of Arts

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2016. / In South Africa there is a fierce competition among Higher Education Institutions (HEIs) to attract as many students as possible. This makes most institutions to strive to meet and exceed students (customer) satisfaction. Most institutions strive to meet and exceed customers’ (students) expectations similar to business organisations. It however remains to be investigated if they do succeed in this goal. The purpose of this study was to explore students’ and staff members’ perceptions in regards to customer satisfaction and the level of efficiencies during the registration process at the Business and Management Sciences Faculty at CPUT. This study measures if the registration processes is aligned with students’ needs.