This book provides needed guidance and advice for how colleges and universities can reorganize to foster more collaborative work. In a time of declining resources, financial challenges, changing demographics, and staff overturn, institutions are looking for ways to maximize their resources and still be effective. This book is based on a study of campuses that have been successful in recreating their environments to support collaborative work.

Uncovers the elements of creative collaboration by examining six of the century's most extraordinary groups and distill their successful practices into lessons that virtually any organization can learn and commit to in order to transform its own management into a collaborative and successful group of leaders. Paper. DLC: Organizational effectiveness - Case studies.

This book examines what collaboration means in practice, and the factors that enable effective team collaboration for learning and teaching in higher education. It explains how academics can work more collaboratively, and how universities can organise and govern themselves by means of collaboration. The book brings together current research and commentaries on collaboration in higher education to provide important guidance derived from a synthesis and evaluation of the existing empirical research and commentaries in the field. The book will benefit all readers who are interested in making their own teams and higher education organisations more collaborative. It will help them plan collaborative innovations in their organisations, identify priorities for professional capacity building, and design collaborative organisational structures.

Based on twenty case studies of universities worldwide, and on a survey administered to leaders in 101 universities, this open access book shows that, amidst the significant challenges caused by the COVID-19 pandemic, universities found ways to engage with schools to support them in sustaining educational opportunity. In doing so, they generated considerable innovation, which reinforced the integration of the research and outreach functions of the university. The evidence suggests that universities are indeed open systems, in interaction with their environment, able to discover changes that can influence them and to change in response to those changes. They are also able, in the success of their efforts to mitigate the educational impact of the pandemic, to create better futures, as the result of the innovations they can generate. This challenges the view of universities as "ivory towers" being isolated from the surrounding environment and detached from local problems. As they reached out to schools, universities not only generated clear and valuable innovations to sustain educational opportunity and to improve it, this process also contributed to transform internal university processes in ways that enhanced their own ability to deliver on the third mission of outreach

Students who know how to collaborate successfully in the classroom will be better prepared for professional success in a world where we are expected to work well with others. Students learn collaboratively, and acquire the skills needed to organize and complete collaborative work, when they participate in thoughtfully-designed learning activities.Learning to Collaborate, Collaborating to Learn uses the author’s Taxonomy of Online Collaboration to illustrate levels of progressively more complex and integrated collaborative activities.- Part I introduces the Taxonomy of Online Collaboration and offers theoretical and research foundations.- Part II focuses on ways to use Taxonomy of Online Collaboration, including, clarifying roles and developing trust, communicating effectively, organizing project tasks and systems.- Part III offers ways to design collaborative learning activities, assignments or projects, and ways to fairly assess participants’ performance.Learning to Collaborate, Collaborating to Learn is a professional guide intended for faculty, curriculum planners, or instructional designers who want to design, teach, facilitate, and assess collaborative learning. The book covers the use of information and communication technology tools by collaborative partners who may or may not be co-located. As such, the book will be appropriate for all-online, blended learning, or conventional classrooms that infuse technology with “flipped” instructional techniques.

Competitive strategies and higher education-industry collaboration policies are playing a vital role in fostering the reputation and international rankings of higher education institutions. The positive impact of these policies may best be observed in the economic and social outputs of many countries such as the USA, Singapore, South Korea, and European Union (EU) countries such as Belgium, Germany, France, and the Netherlands. However, the number of academic publications that specifically concentrate on the impact of these policies on higher education institutions and authorities remains relatively limited. University-Industry Collaboration Strategies in the Digital Era is an essential research publication that provides comprehensive research on competitive strategies for higher education institutions that will allow them to forge beneficial partnerships with industries that will have a significant impact on their success. Highlighting a wide range of topics such as human resource management, network planning, and institutional structure, this book is ideal for administrators, education professionals, academicians, researchers, policymakers, and students.

This text balances theory and application while at the same time offering a strong structure that helps students grasp key concepts and apply them to their everyday communication. A wide variety of topics are explored from basic communication principles, interpersonal communication within the organizational structure, and literacy and employee communication. In addition, current and controversial issues including ethical issues, crisis communication management and the effects of emerging communication technologies are also examined.

Today’s higher education challenges necessitate new forms of leadership. A volatile financial environment and the need for new business models and partnerships to address the impact of new technologies, changing demographics, and emerging societal needs, demand more effective and innovative forms of leadership. This book focusses on a leadership approach that has emerged as particularly effective for organizations facing complex challenges: shared leadership. Rather than concentrating power and authority in an individual leader at the top of an organization, shared leadership involves multiple people influencing one another across varying levels and at different times. It is a flexible, collective, and non-hierarchical approach to leadership. Organizations that have implemented shared leadership have been better able to learn, innovate, perform, and adapt to the types of external challenges that campuses now face and that will continue to shape higher education in the future. This book brings together the two foremost scholars of higher education who have studied, described and evaluated the impact of shared leadership, a university chancellor with prior experience of facilitating systemic institutional change at two university systems, and the former president of three universities where she coordinated processes that led to the transformational changes needed renew institutional mission and purpose. Opening with four chapters that define the nature of shared leadership, describe its key characteristics, and how to build institutional capacity, the book then presents ten institutional cases. Ranging from institution-wide initiatives at four year colleges and a community college, to examples of managing change in a college, a center, and across STEM departments, the contributing authors describe the context and drivers of the need for change, the building of shared vision to create coalitions, lessons learned, and outcomes. Intended as a resource for leaders at the highest levels such as Presidents and Provosts as well as mid-level leaders such as deans, directors, and department chairs, the book is also addressed to faculty and staff who are interested in collaborating with campus leaders on institutional decision-making or creating new change initiatives. It is intended to build capacity for shared leadership across institutions and for use in leadership courses and programs.

Organizing Academic Work in Higher Education explores how managers influence teaching, learning and academic identities and how new initiatives in teaching and learning change the organizational structure of universities. By building on organizational studies and higher education studies literatures, Organizing Academic Work in Higher Education offers a unique perspective, presenting empirical evidence from different parts of the world. This edited collection provides a conceptual frame of organizational change in universities in the context of New Public Management reforms and links it to the core activities of teaching and learning. Split into four main sections: University from the organizational perspective, Organizing teaching, Organizing learning and Organizing identities, this book uses a strong international perspective to provide insights from three continents regarding the major differences in the relationships between the university as an organization and academics. It contains highly pertinent, scientifically driven case studies on the role and boundaries of managerial behaviour in universities. It supplies evidence-based knowledge on the effectiveness of management behaviour and tools to university managers and higher education policy-makers worldwide. Academics who aspire to institutionalize their successful academic practices in certain university structures will find this book of particular value. Organizing Academic Work in Higher Education will be a vital companion for academic interest in higher education management, transformation of universities, teaching, learning, academic work and identities. Bringing together the study of the organizational transformation in higher education with the study of teaching, learning and academic identity, Organizing Academic Work in Higher Education presents a unique cross-national and cross-regional comparative perspective.

This book challenges the orthodoxy of learning and teaching in higher education with an original change approach entitled the Self-Organizing University (SOU). It assists universities build a comprehensive model of learning and teaching at whole-of-organization scale. The chapters demonstrate how a Self-Organizing University can create: • measurable learning and teaching standards; • student centered program development; • enhanced faculty professional growth and career trajectory; • more efficient and effective organizational design; • better feedback; • powerful use of technologies; • a legitimate connection between quality and productivity. Each chapter includes case examples derived from practical experience that situate the key ideas and concepts in the real day-to-day work of universities. The role of leadership in creating and sustaining a self-organizing university is also a key focus. The chapters target leadership practices that improve learning and teaching quality and productivity and assist universities realize their goals and aspirations for maximizing student learning.