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University Considerations Jennifer Dana Sawyer BSN, RN American Sentinel University
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Critical Issues For Illinois State University’s Organization: Shared Governance Budgetary Decisions Hiring Instructors Instructor Evaluations
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Shared Governance Committees: Pertinent for organization’s success Ensure staff involvement Allows faculty to have a voice Encourage innovative methods Utilize key stakeholders’ ideas Facilitate belongingness (Bamford- Wade & Moss, 2010) Are relatively new to the organization (Miller, 2015)
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Budgetary Decisions: Have always been facilitated by board members Made through collaborative approach Voted upon twice a year Less funding due to state budget cuts All costs must be voted upon Fiscal year is July 1 st to June 30 th Budgeting committee now permit roll-overs (Folken, 2015)
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Hiring Instructors: Hiring has always been determined by the board (Folken, 2015) Need instructors now more than ever (Bess & Dee, Understanding college and university organization: Theories for effective policy and practice, 2012) Applicants interviewed by all faculty (Folken, 2015) High expectations from instructors (Miller, 2015) Instructors must be supportive, innovative, and motivated (Miller, 2015) Continually strive to seek out best candidate (Miller, 2015)
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Instructor Evaluations: Pertinent for growth process Necessary for feedback (Oermann & Gaberson, 2014) Paves direction for future Signify successes and failures Important gauge for evaluating program effectiveness Now considered even more valuable than before Less emphasis placed on them years ago (Miller, 2015)
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Concerns With Shared Governance Committees: Convincing faculty to attend Convincing staff they can make a difference Ensuring staff to take ownership in decisions Frustrating when staff do not attend Difficulty finding suitable meeting times for everyone (Miller, 2015)
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Concerns With Hiring Instructors: Difficult due to decreased amount of applicants (Miller, 2015) Increasing amounts of faculty shortages (Miller, 2015) Instructor need has tripled over last decade (Billings & Halstead, 2012) Higher education levels required for Magnet status (Bess & Dee, Understanding college and university organization: Theories for effective policy and practice, 2012) Expectations for performing more with less staff (Miller, 2015) Requirements to teach in class and online (Billings & Halstead, 2012)
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Concerns With Instructor Evaluations: Need to be performed within certain time Can be biased Unrealistic expectations of participants Can be skewed Reliability based on proportion of class size ( Oermann & Gaberson, 2014)
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Solutions For Issues With Shared Governance Committees: Reiterate shared governance process and purpose Discuss the criteria and decision-making process Explain inconsistencies when faculty do not attend Ensure faculty recognize the importance of communication Relay the importance of everyone’s opinions Provide data proving the benefits of collaboration Ensuring that meeting times accommodate individuals’ schedules (Bamford-Wade & Moss, 2010)
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Solutions For Issues With Budgetary Decisions: Appropriate communication with faculty to demine needs Maintain a collaborative approach Remain open-minded to alternate options Keep sight of end-result goals Maintain vision of original values and mission Strive to be creative (McConnell, 2001)
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Solutions For Issues With Hiring Instructors: Provide appropriate amounts of training and mentoring Ensuring that new instructors have appropriate class-loads Additional training for class and online teaching Communication with budget leaders regarding increased needs Providing new faculty with welcoming, nurturing environment (Billings & Halstead, 2012)
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Solutions For Issues With Instructor Evaluations: Reiterate the importance of everyone’s evaluation Requesting to return the evaluations on time Evaluations to reflect program as a whole Evaluations needed to gauge progress Reiterate feedback importance for program’s overall success (Miller, 2015)
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Strategic Map Ensure academic excellence Advanced research and securement of scholarships Develop strategic partnerships through collaboration Promote faculty excellence Sustain resources associated with strategic plan (Miller, 2015)
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References Bamford-Wade, A., & Moss, C. (2010). Transformational Leadership and Shared Governance: An Action. Journal of Nursing Management, 18(7), 815-821. Bess, J., & Dee, J. (2012). Understanding college and university organization: Theories for effective policy and practice (1 ed., Vol. 1: The state of the system). Sterling, VA: Stylus Publishing, LLC. Bess, J., & Dee, J. (2012). Understanding college and university organization: Theories for effective policy and practice (1 ed., Vol. 2: Dynamics of the system). Sterling: Stylus Publishing, LLC. Billings, D., & Halstead, J. (2012). Teaching in Nursing (4 ed.). St. Louis, Missouri: Elsevier. Folken, D. (2015, June). Business officer at Illinois State University's Mennonite College of Nursing. (J. D. Sawyer, Interviewer) McConnell, C. (2001). The manager and equipment decisions: Is that in the capital budget? Health Care Manager, 19(4), 59-71. Miller, C. (2015, June). Dean of Illinois State University's Mennonite College of Nursing. (J. D. Sawyer, Interviewer) Oermann, M., & Gaberson, K. (2014). Evaluation and Testing in Nursing Education (4 ed.). New York, New York: Springer Publishing Company, LLC.
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