Serves as a guide to leading and managing a FE College for College Leaders and Senior Managers. This title covers various aspects of running a College, from shaping the organisation and communicating a vision to planning and marketing the programme right through to dealing with people and improving quality.

In this book, a widely respected advisor on academic administration and ethics offers tips, insights, and tools for handling complaints, negotiating disagreements, responding to accusations of misconduct, and dealing with difficult personalities. With humor and generosity, C. K. Gunsalus applies scenarios based on real-life cases to guide academic administrators through the dilemmas of management in not-entirely-manageable environments.

In higher-ed, there is a widely-held myth that the smartest person in the room should lead. We take for granted that someone who is smart can lead, and when we don't take steps to prepare or develop our people for leadership positions, leaders are more likely to derail. This is a problem, because college and university leaders at all levels increasingly face complex challenges without easy solutions. They are navigating unknown territory. When we lead in the absence of a map, often we rely too heavily on what we already know or think we know well. We fall back on tradition, losing sight of the creativity and the risks we need to take now. We rely more heavily on "smartship" than leadership. We are especially prone to this tendency in higher education because of the unique weight we assign to hierarchy and tradition. This tendency leads to four destructive dynamics, and Pat Sanaghan's new book explores these four in depth and offers specific strategies for countering them. These four include: Derailment of the leader - wherein leaders are often promoted on the basis of academic prowess or past achievement but lack the management training, development, and support needed to succeed. Seduction of the leader - wherein leaders incorrectly believe they are receiving accurate intel about what is happening within their division. Arrogance - wherein we over-emphasize and reward individual achievement rather than encourage leaders to seek broad input and approach complex issues as a team endeavor. Micromanagement - wherein the risk averse culture of higher ed fosters leadership patterns that emphasize control and predictability rather than the risk taking, courage, and empowerment of one's people that leadership in today's higher education requires. EARLY REVIEWS FOR THE BOOK: "Pat Sanaghan has done an excellent job of identifying the unique characteristics of executive positions in higher education and offering a learning agenda that will assure success for university and college leaders. This book should be required reading for any president, and deserves a place on every leader's desk in higher education." - Bob Kustra, President Emeritus, Boise State University "Noting that the academy usually fails to select and prepare leaders with the right traits and experiences, Sanaghan's book is masterful at not only helping leaders prevent derailment and failure, but also at helping new and experienced leaders succeed. This is a wonderful keep-by-your-side manual for higher-ed leaders." - Rebecca Chopp, Chancellor, University of Denver

The author provides readers with strategies for dealing with a wide range of issues, including managing workloads effectively, developing positive relationships and creating a learning environment.

Money, targets and budgets overshadow life and work in colleges. The systems for funding colleges are notoriously complicated and too few people understand how they work. Too few know how and where colleges spend their money. This book demystifies college finance and provides insights that will be valuable for governors, managers, lecturers and anyone who works in the sector.

Further education colleges have been asked to play an important role as providers of higher education programmes. This book addresses issues of organisation, planning and funding as well as staffing, teaching and quality assurance. It is a guide to institutional strategy and good practice in the provision of higher education in further education.

In this guide M.J. Wilson explains: How to choose the right major and school; how to deal with difficult professors and impossible exams; how to keep from changing your major again (and again, and again!); how to reduce test stress, improve your G.P.A. and graduate on time; how to handle being homesick, lovesick and lonely; how to leave a legacy, improve your resume and make a grand exit!

Are you managing other people? If so, you will find this an indispensable guide to situations and problems faced by ward managers, sisters and charge nurses today. This new edition retains the book's practical approach, providing hints and tips on cutting through bureaucracy to ensure patient care remains uppermost on your agenda. This book will help you to Manage your time Create a positive work environment Ensure care is patient-centred Manage your budget Be politically aware Manage difficult staff and situations This book will help you to: Organise yourself and your workload Manage staff, people and difficult situations Make sure care is patient-centred Manage your budget Deal with complaints Handle staff recruitment Be a good role model. This new edition retains the book's practical approach, providing hints and tips on cutting through bureaucracy to ensure patient care remains uppermost on your agenda. Reflects the most recent developments affecting ward management, including the current national focus on quality indicators and working within tighter budgets. A new chapter on 'Improving Quality and Safety' explains the national quality initiatives and their impact, as well as taking you through the practical processes of handling complaints and incidents. Updated guidance on pertinent issues such as 'whistle-blowing' and 'safeguarding'.

This is a survival guide for middle managers in FE. Ann Briggs provides readers with helpful hints and strategies for dealing with the key issues associated with this role, such as managing people, liaising with other staff, being an effective leader as well as succeeding as a player-manager. Informative and engaging, this practical guide will prove essential readers for all managers in FE.