Search results

The purpose of this paper is to discuss benefits of and barriers to online learning and describe utilization of the Quality Matters (QM) peer review process as a method to assure the quality of online courses. It outlines the QM higher education rubric, explains how the collaborative QM peer review process facilitates online course design and certification, reports on the development of a statewide consortium in Ohio, and explores future directions in online courses.

This paper offers a brief historical review of the incorporation of technology into teaching and learning. It describes attitudes toward online learning and the creation of the non-profit QM program as a vehicle for improving online course design. It summarizes the eight standards of the QM rubric, describes the QM peer review process, and discusses the implementation of the Ohio QM Consortium (OQMC) as a shared services model.

Given existing barriers to online learning, the QM program can improve learning outcomes by offering best practices in online course design, validating the quality of online courses, encouraging faculty buy-in through a focus on design rather than content, and facilitating degree completion through recognition of quality courses.

Institutions that seek to validate online course quality in a cost-effective manner can explore a shared services model such as that developed by the OQMC.

This paper introduces to an international audience a program and process, widely implemented in the USA, which encourages inter-institutional cooperation and promotes a supportive culture among online educators.

The purpose of this paper is to explore the idea of using Kotter's eight‐step model for change leadership to create a culture of assessment that is embedded in the organizational culture of an academic library.

This is a conceptual paper that examines the potential application of a business change model to an academic library change context. Each step of Kotter's model is described within the context of building a culture of assessment, supported by examples and suggestions from the literature of libraries, higher education, organizational behavior and change leadership.

While building a culture of assessment is critical for libraries in the current environment, it is a difficult and complex process that requires grassroots initiative, top‐down support and strong leadership. Kotter's model for change management provides a pragmatic structure for culture change through behavioral change and change leadership regardless of positional authority.

This paper includes best practices for facilitating a culture of assessment, including necessary resources and possible approaches.

While the literature contains articles about building a culture of assessment, no studies have applied models of change leadership from the management literature to this unique cultural process. This is the first paper that suggests concrete steps for libraries towards building a culture of assessment, even in the absence of an ideal organizational culture. The focus is also on enabling change leadership regardless of whether the change agents have positional authority.

This chapter explores the methods developed to improve STEM success for students at two public urban institutions, a project whose aim is to improve academic outcomes for undergraduate students, especially for those most vulnerable and least likely to succeed in this student population. The theory of change that underpins the project – including its activities and its evaluation plan – posits that three interlocked activities (course redesign, peer mentors and articulation) will lead to improvements in academic outcomes and ultimately contribute to the overarching goal of increasing the number of students from underserved backgrounds who graduate with baccalaureate STEM degrees. The project focusses on the first courses students take in STEM, where they are also most likely to fail. We describe the methodology developed for faculty development and the organizational structure of the peer mentoring component for these courses. Both of these components constitute safe spaces where faculty and peer mentors learn to support students using evidence-based and inclusive instructional practices. Courses redesigned by faculty were offered following a cluster-level randomized control trial design, where sections were assigned to treatment (with or without a peer) or control. These interventions have a positive impact on cumulative GPA, according to preliminary analyses. The project also has a positive effect on faculty participants and on peer mentors, both groups now better prepared to jointly deliver STEM curricula in more effective ways. Among the reasons why this works, instructor empathy surfaces as playing a leading role in academic outcomes for undergraduate students.

Ideally, information literacy instruction is sequenced throughout students’ academic careers, reinforcing and building on earlier instruction. The purpose of this exploratory study is to identify structural problems that potentially impact student learning. This research surveyed school librarians and academic instruction librarians along the K-20 pipeline to capture information about their instruction programs, their pedagogical approaches and their perceptions on student information literacy skills at points of transition.

The study uses a 58-item survey instrument to capture the perceptions on elements of information literacy instruction from school librarians and academic instruction librarians in the state of Utah. The exploratory survey generated 255 eligible responses.

The study identifies several areas where the information literacy pipeline has challenges: staffing, scheduling, curriculum integration, teacher collaboration and student assessment. Suggestions for improvement include providing educational support for paraprofessionals, facilitating cross-institutional collaboration and creating a scope and sequence document that spans the entire educational spectrum paired with specifically teaching for transfer.

The study was limited to surveying the perceptions of library employees who teach students information literacy as part of a school or university. Study findings imply that better support for information literacy learners requires increased collaboration across the pipeline.

Information literacy education is often siloed – in the way it is taught, studied and discussed. This research is unique in that it explores the information literacy pipeline as a whole, as each level of instruction is related to the next and studying a single section might obscure larger issues.

Academic institutions with sufficient resources rapidly deployed virtual teaching technologies and training to minimize disruption following the Spring 2020 COVID-19 pandemic. This paper shares a College of Business experience to provide insights for administrators tasked with future online course scheduling decisions.

An online questionnaire was administered in Fall (2020) to measure student perceptions of online learning using Likert-style questioning. The researchers used the results to build a structural equation model to differentiate perceptions between online course modalities and curriculum rigor (graduate/undergraduate, upper/lower divisions) and field of study (quantitative/qualitative, MBA/MS) factors.

The empirical findings support the notation that graduate and undergraduate learners exhibit different preferences of online modalities. The findings further demonstrate that curriculum rigor factors and field of study influence student satisfaction of online courses. The evidence also suggests varying dependence on instructor competency and technology effectiveness across asynchronous, hybrid, and synchronous modalities.

While this study is limited to the results of one higher education institution during a tumultuous period, as online education trends increase, the authors' methodology can be adapted and scaled to support post-pandemic administrative decision-making.

The research provides a new dimension on the perspectives of online learners through gathering perceptions in a timely student-centered survey administered during the emergency alternative modes of instruction. The research explores certain predictive factors to better align online modalities with learner satisfaction.

Accountability requirements established by state and national mandates have positioned accreditation bodies as overseers of institutional compliance and quality control of teacher preparation programs. These bodies then dictate the procedures and criteria for how preparation programs will prove their competence in the preparation of teachers who are deemed highly qualified. This process of mandated accreditation, by its very nature, is imposed as a top-down structure even when it is couched in bottom-up processes. Nearly all of the institutions indicated that they had some type of bottom-up procedures for meeting the top-down requirements of accreditation. Strategic involvement of faculty from the beginning of the process made “it personal, create[d] faculty ‘buy in’, produce[d] commitment, and thus more investment” (Ackerman and Hoover, St. Cloud State University). As Pierce and Simmerman (Utah Valley University) pointed out that both requiring and allowing faculty participation in the decision making process and development of common goals, this bottom-up tactic helped to establish joint ownership of their faculty in the process. Hutchison, Buss, Ellsworth, and Persichitte (University of Wyoming) also indicated that successful accreditation processes require faculty support and input on both the process and the decisions that are made. Indeed, they acknowledged that their decision to include all college faculty involved with teacher preparation was stressful, but central in yielding positive dividends in the process. Utilizing a bottom-up task within a top-down structure positions stakeholders as worker bees to accomplish a project that may or may not be seen to them as having personal or professional benefit – thus tensions are fostered.

The aim of this paper is to describe how academic institutions that focus improvement of student learning do much better than those that focus on compliance and assessment.

A reflective observation of institutional interaction with the North Central Association Higher Learning Commission, especially the 264 colleges and universities that have participated in the Commission's assessment workshops, provides insight into the characteristics that make the most positive difference.

The paper finds that academic institutions do better when: assessment is best understood as the means and student learning itself as the end; shared responsibility and collective capacity are intentionally developed; internal leaders, of different types, are identified and developed; collaborative processes that actively engage people replace concerns about buy‐in; institutions jump in and learn as they go along; program review becomes an area of shared faculty/administration interest; changed, parallel or separate core processes permit attention to enduring issues; and institutions begin wherever they chose to begin and from there develop the means to complete a full cycle of outcomes assessment. Another more recent emphasis is the need to inform the public and other stakeholders about what students are learning.

This paper draws on the insights of those who work at the Higher Learning Commission, who share the unusual perspective of having experience of dealing with hundreds of academic institutions.

This chapter traces how non-positional faculty led an inter-institutional STEM initiative. Starting with one faculty member’s seed idea, the chapter traces how that idea grew into a vision and that vision into an agenda and that agenda into a joint, sustainable STEM concentration. The initiative was organized around Bolman and Deal’s (2008) framework for making sense of an institution and for leading organizational change through an awareness of multiple lenses. The faculty member who initiated the vision analyzed the institution and her place in that institution. Building from her strengths, she sought to enhance her intellectual, emotional and communication skills. Understanding organizational complexities, Dr. C became involved across campus to build relationships and trust, which then led to the formation of a committed STEM team. The STEM team set a clear agenda and pursued cross-campus ownership and collaboration, all the while maintaining respect for diverse opinions, political interests and concerns. Challenges, pitfalls and setbacks, though initially painful, confusing, and disheartening, led to reflection, and most often, became opportunities for realignment and clarity. Though non-positional faculty led the effort, it was cross-campus collaboration that made it possible, and the final approval of the administration made it a reality.

Business schools are becoming invaluable platforms linking academia, business and industry. The constantly changing nature of markets requires a continuous and iterative dialog between business schools and other constituents including the government, the private sector and the civil society to guarantee that business and management education is catering for local and global market needs. The purpose of this paper is to address the growing role of business schools in transforming the society, building on the experience of the school of business of the American University in Cairo, and its impact in preparing the business leaders and entrepreneurs who can make a difference in society through rigorous and adaptive business and management education while addressing the elements of governance, accreditation, internationalization, and relevance, creativity and innovation in research.

In this study, desk research is coupled with sharing of the development of the accreditation journey of American University in Cairo (AUC) School of Business and the lessons learned over the last 15 years.

While undergoing multiple accreditations, the school should effectively and efficiently manage the timeline, otherwise the maintenance of all accreditations could end up in one year, and that could be really challenging, a situation faced by the school during the academic year 2016–2017. While having a task force or a committee is mandatory, for the long-term development and sustainability of a continuous improvement culture, an office for academic assessment and accreditation is a must. For the school, the office helps create and embed the culture that accreditation is a journey and not a destination. Accreditation as a process should involve all school stakeholders on and off campus including faculty, staff, students, alumni, advisory boards, employers and the university administration; they should all be engaged and their buy-in through creating a sense of ownership and empowerment is invaluable. Throughout the accreditation journey, nothing is more important than communication, a school can never have enough of it. While the accreditation process needs a strong, transparent, effective leadership style, a bottom-up approach aligning and motivating the school’s different constituents is essential. For accreditation and continuous improvement to be sustainable, it should be driven and guided by a unified school-wide strategy addressing and catering to its different objectives. Accreditation is all about an invaluable triangle of building blocks, including an informed human capital, a respected and well-thought process and a timely, accurate and efficient wealth of data and knowledge about the school.

The limitations are primarily the focus on the case of Egypt and AUC School of Business. Obviously, there is no one size that fits all, but there are lessons learned that could be replicated and tested in business schools located in similar environments.

The study presents the experience of the governance model at AUC School of Business with both internal council of the school of business and external board of advisors.

The study presents the implications of the school on the society and the role, directions, guidelines that accreditation and continuous improvement introduce to the curriculum.

Historical background of business and management education at large in Egypt and Middle East North Africa is coupled with the overview of the school of business, sharing the challenges and opportunities of accreditation and continuous improvement.

Miami University is a mid-sized public institution in southwest Ohio. Regarded as a “public ivy,” Miami has always prided itself on its high quality, liberal arts-focused, undergraduate programs. Teacher Education has been an important part of that focus for over 100 years. Accredited by National Council for Accreditation of Teacher Education (NCATE) since 1954, Miami graduates approximately 600 educators each year across 35 programs at both the undergraduate and the graduate levels. This chapter represents the combined stories of three individuals who were heavily engaged in Miami's 2009 NCATE accreditation process: Teresa McGowan, the unit's NCATE coordinator; Ellen Hill, the unit's Director of Clinical Experiences; and James Shiveley, the chair of the Department of Teacher Education. We each provide a brief contextual backdrop for our NCATE experience, explain the primary challenges we faced as we prepared for the NCATE accreditation review and how we worked to overcome these, and describe our perspective of the weeks leading up to and including the final Board of Examiners (BOE) visit. Many more people were, of course, essential in the preparation for Miami's NCATE visit, and we do not imply that our views or contributions were in any way more critical than others. This chapter is simply our story.