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The purpose of the visit was four‐fold: • to discuss at first hand, with those directly involved, the major movements and problems in American higher education, especially those matters arising from relationships between two year and four year colleges; • to examine certain aspects of management education and training and, in particular, to ascertain the scope and nature of activities of the Small Business Administration of the US Government and to determine the involvement of business schools in management education and development for smaller businesses; • to ascertain the major thrusts and practices in education and training for allied health services, in particular, in nursing and social work; • to see something of the social services in operation, as provided by city, State and voluntary (including Church) agencies and to discuss major problems in relation to existing and developing social need.

Peers and friends are among the most influential social forces affecting adolescent behavior. In this chapter, the authors investigate peer effects on post high school career decisions and on school choice. The authors define peers as students who are in the same classes and social clubs and measure peer effects as spatial dependence among them. Utilizing recent developments in spatial econometrics, the authors formalize a spatial multinomial choice model in which individuals are spatially dependent in their preferences. The authors estimate the model via pseudo maximum likelihood using data from the Texas Higher Education Opportunity Project. The authors do find that individuals are positively correlated in their career and college preferences and examine how such dependencies impact decisions directly and indirectly as peer effects are allowed to reverberate through the social network in which students reside.

Media characterizations of the state of higher education in America often seem bipolar. They emphasize either the accomplishments of the most successful elite schools or the failures of colleges that are beset by problems and falling behind the performance of schools in other developed societies. A more complete understanding of higher education is obtained by embracing an organization field perspective, which recognizes the multiplicity of schools that exist – their varying origins, missions, structures, and performance metrics. This diversity is concretized by focusing on the evolving characteristics of colleges in one metropolitan region: the San Francisco Bay Area. The field perspective also calls attention to the support and governance systems that surround colleges and account for much of the stability of the field.

Organization fields are shaped by both isomorphic and competitive processes. Isomorphic processes have been dominant for many years, but now competitive processes are in ascendance. All fields are embedded in wider societal structures, and the field of higher education is richly connected in modern societies with the economic, stratification, and political spheres. Some of these interdependences reinforce within-field processes, some recast them, and still others disrupt them. The appearance of new technologies, new types of students, and changing work requirements have begun to unsettle traditional field structures and processes and encourage the development of new modes of organizing. Over time, the dominant professional mode of organizing higher education is being undercut and, in many types of colleges, supplanted by one based on market forces and managerial logics.

Similar to community colleges in the United States, the Israeli tertiary system includes two-year technological colleges, which provide students with a labor-market relevant qualification. Nonetheless, unlike the community colleges, the technological colleges are not considered to be part of the higher education system and their transfer function is irregular and confined. In order to understand these differences, the chapter has two complementary objectives: (a) to describe the emergence and development of technological colleges and (b) to evaluate the implications for social inequality in access to higher education in Israel. We use a mixed-methods research design, including analyzing primary and secondary sources describing the official policy and public discourse around these colleges (qualitative/historical research) and comparing students attending academic institutions to students attending technological colleges and students across different fields of study offered by these colleges (quantitative research). Drawing on Phillip's (2004) model for policy attraction in education, we find that technological colleges in Israel were based on the Dutch HTS model, while the founding of these colleges was initiated by local impulse. The implementation of the technological colleges in the Israeli context was shaped by a cultural logic for higher education that emphasizes research and knowledge production, creating a binary tertiary system. Drawing on sociological literature on diversification and stratification in tertiary education, we find that technological colleges attract more students from disadvantaged groups and more students with relatively low academic ability than academic institutions. In addition, within technological colleges, students from advantaged background and higher academic ability are more likely to study in more prestigious fields of study. These findings suggest that if policy makers in Israel aspire to increase access to higher education, they should rethink policy instruments and cultivate the transfer function of technological colleges. This is among the first studies to examine technological colleges in Israel and we conclude with different directions for further research.

Guides to colleges and universities constitute a popular segment of the reference collection in many libraries. They may be used by a variety of patrons for a variety of reasons such as: a high school senior selecting a college; a working adult needing college transcripts for a job application; a college student planning for graduate school; or a sales representative seeking new campus markets, and so on.

This article addresses the critical need for exceptional leaders to shepherd the nationʼs Historically Black Colleges and Universities (HBCUs) in a post-Brown era where African American students enjoy unlimited access to higher education in the United States. The article spotlights the many contributions Black colleges and universities have made to American society against insuperable odds since their inception in the mid-nineteenth century. It studies selected examples of HBCUs whose graduates have distinguished themselves in areas where other institutions enjoy centers of excellence. The article traces the historical inequities between major and minority institutions, the challenges HBCUs face in surmounting these disparities, and the growing tendency of Black students to exercise their options by enrolling at White colleges and universities. With the loss of a pure monopoly on African American students, Black colleges now must find leaders of exceptional talent and vision in order to ensure their survival. The article recommends strategies designed to surmount hurdles and enhance the viability of Black colleges and universities in an increasingly competitive environment.

Despite millions of dollars funding increases in the California Community College system, statistics show that less than 50% of students complete their two-year degree in six years. The 114 colleges that serve over two million students have, therefore, been mandated to implement student success programs under the Chancellor’s Vision for Success strategy. Dr. Ortiz Oakley’s plans to decrease attrition and graduation time while improving equity entail additional responsibilities for the instructors because one of its measures ties a percentage of funding to quantifiable increases in success rates. Such connection was one of the reasons for a no confidence motion voted against the Chancellor by the Faculty Association. Though circumscribed, this case calls attention to the general question of accountability in the classroom. Can instructors be held responsible for students passing their classes? In face of rates of failure that are rare in other professional fields and unacceptable given Community College students’ vulnerability and the vital importance of degrees to enter the workforce and earn living wages, this chapter examines how weaving a social justice component into instructors’ mission of knowledge dissemination leads to the constitution of a beneficial civil society but generates conflict among the Colleges’ leaders.

This literature review aims to look at the unique role of community colleges as they address the information literacy needs of their students, who are by nature continuously in transition to and from the institution.

Library science databases and online sources were reviewed for relevant information.

Community colleges are addressing the needs of their various student populations in a variety of ways.

The role of the community college library is underrepresented in the literature. This review provides more information about the unique role that community colleges fill in the higher education ecosystem.

The purpose of this paper is to describe the major influences shaping higher education today and how they will transform higher education over the next 20 years.

The paper is based on research and observation of the higher education system in America. It uses LaGuardia Community College, a large, two‐year college located in Queens, New York, as a signpost for the anticipated changes.

There are three fundamental and monumental changes that will profoundly alter the field of higher education in the next several decades: the globalization of higher education; the impact of technology on changing definitions of students, faculty and knowledge; and the impact of the marketplace on the basic “business model” of higher education. The paper describes how each of these three forces will reshape higher education, while identifying factors that may accelerate or inhibit the impact of these influences.

This paper draws on the knowledge, experiences and insights of two leading higher education leaders, who regularly interact with countless faculty, administrators, students and policy makers.