Friday, March 28, 2008

Tinto's model of student retention





  • Its central idea is that of "integration": it claims that whether a student persists or drops out is quite strongly predicted by their degree of academic integration, and social integration. These evolve over time, as integration and commmitment interact, with dropouts depending on commitment at the time of the decision. A first pass might perhaps try to measure these by:




Academic integration
Grade / mark performance
Personal development -- or does this just mean a student's private judgement on the value of what they are learning (as opposed to official marks / teachers' judgements).
"Do you think you are doing well academically?" (Academic self-esteem)
Enjoying your subject(s).
Enjoying studying your subject(s): i.e. the study patterns required/requested are or are not enjoyable.
Identification with academic norms and values
Identification with one's role as a student

Social integration
How many friends you have. It probably doesn't matter whether you fit with the dominant social crowd, only whether or not you have a group of friends you fit with.
Personal contact with academics. In fact, it may be that it is important to measure really small amounts of contact: how many staff know your name, smile at you, ... ("How many staff have you had a personal interaction with, however small?" "How many personal interactions with staff have you had this year?").
"Are you enjoying being at university?"

Sunday, March 23, 2008

Helgesen’s “Web of Inclusion”

More of a circular than a hierarchy. The strategic apex is in the center of the web. Everyone, irrespective of role, is included in dialogue. Action in one place can ripple across the web. Weakness in one area of the web can undermine the strength of the web.

Adhocracy


custom made services in an innovative way. a loose, flexible, self-renewing organic form tied together mostly through lateral means. Low degree of formalization. Decentralized decision making. Usually found in a diverse freewheeling environment (ex: advertising agency), adhocracy functions as an “organizational tent,” exploiting benefits that structural designers traditionally regarded as liabilities. Adhocracy structures are most often found in conditions of turbulence and rapid change. Adhocracy doesn’t believe much in hierarchys, dress codes, company cars, executive dining rooms, lofty titles, country club memberships, etc.

Divisionalized Form


example: campuses in a multicampus university. The bulk of the work is done in quasi-autonomous units (divisions). Each division serves its own market and supports its own functional units. The divisional presidents are accountable to the corporate office for profits, sales growth, and return on investment. Divisionalized structure offers economies of scale, ample resources, and responsiveness without undue economic risks. There is however a cat and mouse game between the headquarters and divisions. HQ wants tighter oversight, while divisional managers try to evade corporate control. Another risk is that HQ may lose touch with the operations. Reliable and measurable goals need to be set and reviewed.

Professional Bureaucracy


example: Harvard University. The operating core is large relative to its structural parts (particularly the technostructure), few managerial levels between strategic apex and professors creating a flat and decentralized structure. Control comes from professional training and indoctrination. Professionals are insulated from formal interference, freeing them to use extertise. Problems come from coordination and quality control. Responds slowly to external change (glacial pace). Downside: Tenured professors are largely immune to formal sanctions. As a result universities have to find other ways to deal with incompetence and irresponsibility. Professional Bureaucracy’s respond slowly to change. Professionals usually view any change as annoying distraction in their field. The paradox is that the professionals may be at the forefront of their specialty, but the institution as a whole moves at a glacier pace. Professional bureacracys usually stumble when they try to exercise greater control over the operating core.

Machine Bureaucracy


example: McDonald’s. Decisions are made at the Apex. Day to day operations are controlled by managers and standardized procedures. They have large support staff and sizable technostructure staff with many layers between apex and operating levels. For routine activities Machine Beauracracy is efficient and effective. One of the challenges is motivating and satisfying workers in the operating core. People can tire quickly of repetitive work and standardized procedures. However, offering too much creativity in a McDonalds type setting could undermine consistency and uniformity – two keys to the company’s success. One of the problems to this type of system is that the Apex may be out of touch with the local area in which a franchise may reside. Teachers do not like this approach because it does not give them the flexibility they need.

Simple Structure


Only has two levels; strategic apex and operating level. Coordination is accomplished through direct supervision is applied. Many start-ups are at this level. Another example is a mom-and-pop operation. Usually just one person directs the operation. Either mom or pop constantly monitor what is going on and exercise authority over daily operations. This model is extremely flexible and adaptable, however a boss can become too wrapped up in the day to day and lose long term vision.

Mintzberg’s Five-sector Logo





Operating Core: people who perform the basic work; provide products or services to customers (teachers, assembly line workers, doctors and nurses).

Administrative Component (Middle line): Managers/Supervisors that control and provide resources for the operators (principals, factory foreman and other middle management).

Strategic Apex: Senior management. They shape the mission and vision of the organization (superintendents, school boards, senior directors, board members).

Technostructure: specialist and analyze. Standardize, measure, and inspect output and processes (accounting and quality control departments).

Support Staff: support/facilitate the work of others (secretaries, custodians, food service workers, and bus drivers).


Four Frame Model pg. 16

Structural – focuses on the architecture of the organization. Emphasizes goals, specialized roles, and formal relationships. Commonly depicted by organization charts are designed to fit an organization’s environment and technology. They create rules, policies, procedures, and hierarchies to coordinate diverse activities into unified strategy. Problems arise when the structure is poorly aligned with current circumstances. At that point some form of reorganization or redesign is needed to rememdy the mismatch. Example: The FBI and CIA chaotic and confused attempt to coordinate information.


Human Resources – based on ideas of psychology. To see an organization as a family. People with needs, feelings, prejudices, skills, and limitations. The key challenge is to tailor organizations to individuals – to find a way for people to get the job done while feeling good about what they are doing. What motivates people internally.


Political – rooted in political science. It sees organizations as arenas, contest, or jungles. Parochial interest compete for power and resources. Conflict is rampant because of enduring needs, perspectives, coercion, and compromise are a normal part of everyday life. Solutions arise from political skill and acumen.


Symbolic – grounded in social and cultural anthropology. Emphasis on cultural change as the key to organizational transformation. Treats organizations as tribes, theaters, or carnivals. It sees organizations as cultures propelled by rituals, ceremonies, stories, heroes, and myths than by rules, policies, and marginal authority. Theater – actors play their role in the organization. Problems arise when actors blow their parts, ceremonies and rituals lose their potency.

Thursday, March 13, 2008

Kolb's Learning Styles Model

Here's a link to a a chart for Kolb's Learning Style Model


http://changingminds.org/explanations/learning/kolb_learning.htm

Student Development Theories

Identity Development Theories

Chickering’s Theory of Identity Development

Chickering proposed seven vectors of development that contribute to the formation of identity. Chickering (1969) used the term vectors of development “because each seems to have direction and magnitude – even though the direction may be expressed more appropriately by a spiral or by steps than by a straight line.” Chickering noted that students move through these vectors at different rates, that vectors can interact with each other, and that students often find themselves reexamining issues associated with vectors they had previously worked through. Although not rigidly sequential, vectors do build on each other, leading to greater complexity, stability, and integration as the issues related to each vector are addressed.

The Seven Vectors

Developing Competence:

Competence has three components: Intellectual, Physical, and Interpersonal. Intellectual competence involves acquisition of knowledge and skills related to particular subject matter, development of “intellectual, cultural, and aesthetic sophistication,” and increased skill in areas such as critical thinking and reasoning ability. Physical competence comes through athletic and recreational activities, attention to wellness, and involvement in artistic and manual activities. Interpersonal competence includes skills in communication, leadership, and working effectively with others.

Managing Emotions:

In this vector, students develop the ability to recognize and accept emotions, as well as to appropriately express and control them. In addition, students learn to act on feelings in a responsible manner.

Moving through Autonomy toward Independence

This aspect of development results in increased emotional independence, which is defined as “freedom from continual and pressing needs for reassurance, affection, or approval from others.” This includes self-direction, problem-solving ability, and mobility.

Developing Mature Interpersonal Relationships

The tasks associated with this vector include development of intercultural and interpersonal tolerance and appreciation of differences as well as the capacity for healthy and lasting intimate relationships with partners and close friends.

Establishing Identity

Identity includes comfort with body and appearance, comfort with gender and sexual orientation, a sense of one’s social and cultural heritage, a clear self-concept and comfort with one’s roles and lifestyle, a secure sense of self in light of feedback from significant others, self-acceptance and self-esteem, and personal stability and integration.

Developing Purpose

This vector consists of developing clear vocational goals, making meaningful commitments to specific personal interests and activities, and establishing strong interpersonal commitments. It includes intentionally making and staying with decisions, even in the face of opposition.

Developing Integrity

This vector includes “three sequential but overlapping stages”: humanizing values, personalizing values, and developing congruence. First, students progress from rigid, moralistic thinking to the development of a more humanized value system in which the interests of others are balanced with one’s own interests. Next a personalized value system is established in which core values are consciously affirmed and the beliefs of others are acknowledged and respected. In developing congruence, values and actions become congruent and authentic as self-interest is balanced by a sense of social responsibility.

The Cross Model of Psychological Nigrescence

Nigrescence is a “resocializing experience” in which the healthy individual’s identity is transformed from one of non-Afrocentrism to Afrocentrism to multiculturalism. This model has a five-stage sequential process.

Preencounter

Individuals view race as unimportant and prefer to be accepted as “human beings.”

Encounter

This stage involves an encounter that shatters an individual’s current identity and worldview. This occurs in two steps: (1) undergoing and encounter and (2) being affected by it in a powerful way.

Immersion-Emersion

In the third stage the individual discards remnants of the old identity and commits to personal change. This has two phases: (1) total immersion into blackness while withdrawing from other groups, particularly whites. (2) a progression out of a dualistic, reactionary mode into a more critical analysis of he new black identity.

Internalization

The beginning of a resolution between the old identity and the new black worldview. As anti-white feelings give way to a nonracist perspective, the individual achieves a sense of inner security and self-confidence about being black.

Internalization-Commitment

The final stage translates the new identity into meaningful activities that address concerns and problems shared by African Americans and other oppressed peoples.

Cognitive/Structural Theories

Kohlberg’s Theory of Moral Development

Kohlberg viewed moral development as more than gaining increased knowledge of culturally defined values. Rather, he saw moral development as representing “the transformations that occur in a person’s form or structure of thought.” There are three levels of development, each with 2two stages.

Level I: Preconventional

Stage 1: Heteronomous Morality

Stage 2: Individualistic, Instrumental Morality

In this level, individuals have not yet come to understand societal rules and expectations; their perspective is concrete and individually focused. They cannot see beyond their own needs and concerns.

Level II: Conventional

Stage 3: Interpersonally Normative Morality

Stage 4: Social System Morality

This level is called the “member of society” perspective. At this level, individuals identify with the rules and expectations of others, especially those of authorities.


Level III: Postconventional or Principled

Stage 5: Human Rights and Social Welfare Morality

Stage 6: Morality of Universalizable, Reversible, and Prescriptive General Ethical Principles

This level is labeled the “prior-to-society” perspective. At this level individuals, individuals separate themselves from the rules and expectations of others and base their decisions on self-chosen principles.

King and Kitchener’s Reflective Judgment Model

The Reflective Judgment Model describes a developmental progression that occurs between childhood and adulthood in the ways that people understand the process of knowing and in the corresponding ways that they justify their beliefs about ill-structured problems. There are seven stages, which build on each other.

Stages 1, 2, and 3: Prereflective Thinking

Prereflective Thinkers do not acknowledge or possibly even realize that knowledge is uncertain. Consequently, these individuals don’t recognize the existence of real problems that lack an absolute correct answer. They also don’t use evidence in reasoning toward a conclusion.

Stages 4 and 5: Quasi-reflective Thinking

Quasi-reflective thinkers realize that ill-structured problems exist and that knowledge claims about such problems include uncertainty. Consequently, quasi-reflective thinkers can identify some issues as genuinely problematic. At the same time, though they use evidence, they have difficulty drawing reasoned conclusions and justifying their beliefs.

Stages 6 and 7: Reflective Thinking

Reflective Thinkers maintain that knowledge must be actively constructed and that claims of knowledge must be viewed in relation to the context in which they were generated. Reflective Thinkers maintain that judgments must be based on relevant data and conclusions should be open to reevaluation.

Typological Theories

Kolb’s Theory of Experiential Learning/ Learning Styles

(see diagram from Dr. Bray's presentation)

Kolb defined learning as “the process whereby knowledge is created through the transformation of experience.” He regarded learning as a four-stage cycle consisting of Concrete Experience (CE), a feeling dimension; Reflective Observation (RO), a watching dimension; Abstract Conceptualization (AC), a thinking dimension; and Active Experimentation (AE), a doing dimension. This cycle is a series of steps instead of developmental stages. Each step provides a foundation for the succeeding one. Concrete Experience (CE) forms the basis for observation and reflection (RO). These observations are in turn used to develop one’s ideas, including generalizations and theories (AC). From this development of ideas, new implications for actions can be discerned (AE).

Kolb’s learning styles

Convergers (AC/AE) prefer technical tasks over social or interpersonal settings. They also excel at problem solving, decision making, and practical applications.

Divergers (CE/RO) are people and feeling-oriented. They have imagination and are aware of meaning and values and are good at generating and analyzing alternatives.

Assimilators (AC/RO) emphasize ideas rather than people. They are good at inductive reasoning, creating theoretical models, and integrating observations.

Accommodators (CE/AE) are action-oriented and at ease with people and prefer trial-and –error problem solving. They are good at carrying out plans, are open to new experiences, and adapt easily to change.

Wednesday, March 12, 2008

The big 3 of theoretical examinations of young adults

Chickering – overview of developmental issues faced by students in college and factors in the college environment that affected outcomes.

Perry – theory that purported to explain the cognitive development of students in college.

Kohlberg – rounds out big three of theoretical examinations of young adult development that became the mainstay of developmentally based student affairs practice through the 1980’s.

Sunday, March 9, 2008

Tierney’s Framework of Organizational Culture

Tierney’s Framework of Organizational Culture
Environment
How does the organization define its environment?
What is the attitude toward the environment? (Hostility? Friendship?)

Mission
How is it defined?
How is it articulated?
Is it used as a basis for decisions?
How much agreement is there?

Socialization
How do new members become socialized?
How is it articulated?
What do we need to know to survive/excel in this organization?

Information
What constitutes information?
Who has it?
How is it disseminated?

Strategy
How are decisions arrived at?
Which strategy is used?
Who makes decisions?
What is the penalty for bad decisions?

Leadership
What does the organization expect from its leaders?
Who are the leaders?
Are there formal and informal leaders?

Mintzberg's Fives

Professional Bureaucracy - Higher Ed is most like this structure

Operating core is large relative to other structural parts, particularly the Technostructure; few managerial levels exist; control relies heavily on professional training and indoctrination; responds slowly to external change; individuals professionals may be at the forefront of their specialty, while the institution changes at a glacial pace.

Mintzberg's Fives
Operating Core - people who perform the basic work
Administrative Component
Middle Managers - managers who supervise, control, and provide resources for the operators
Strategic Apex - senior managers who focus on outside environment, determine the mission, and shape the grand design
Technostructure - specialists and analysts who standardize, measure, and inspect outputs and processes
Support Staff - performs tasks that support or facilitate the work of others

Friday, March 7, 2008

Arthur Chickering

The work of Arthur Chickering has consistently been among the most widely applied theories of students’ development.

Chickering's vectors depend largely on social norms, making them dynamic since social values change through time, and are different around the world.

Wednesday, February 27, 2008

The Closing of the American Mind

Interesting Review of The Closing of the American Mind

Ivy and Industry, Academic Capitalism and the New Economy, and Buying In or Selling Out?

AAUP Article Discussing Academic vs. Industry. Heavily Discusses Slaughter and Rhoades

More Bolman and Deal

Bolman and Deal's four frameworks:
  • Structural Framework - Social architect whose leadership style is analysis and design - focus on structure, strategy, environment, implementation, experimentation, and adaptation.
  • Human Resource Framework - Catalyst and servant whose leadership style is support, advocate, and empowerment - visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.
  • Political Framework - Advocate, whose leadership style is coalition and building - clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders; use persuasion first, then use negotiation and coercion only if necessary.
  • Symbolic Framework - Prophet, whose leadership style is inspiration, view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision.

Bolman and Deal

  • Structural
    goals
    specialized roles
    formal relationships
    division of labor
    rules, policies, procedures, and hierarchies
    Problems arise when structure does not fit situation
  • Human Resources
    extended family
    feelings, prejudices, skills, and limitations
    tailor org to people
  • Political
    arenas
    contests
    jungles
    interests compete for limited resources
    conflict is rampant
    bargaining, negotiation, coercion, and compromise
    Problems arise when power is concentrated in wrong place
    or when so broadly dispersed nothing gets done.
  • Symbolic
    cultural and social anthropology
    tribes, theater, or carnivals
    cultures on rituals, ceremonies, stories, heroes, myths
    org is actors
  • Integrating the Four Frames
    Multiframe thinking requires movement beyond narrow mechanical thinking.