Comeback college: A case study of North Greenville University, 1991--2007---a turnaround from a struggling junior college to a thriving university. Robert Todd Deaton

ISBN: 9781109241419

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NOOKstudy eTextbook

200 pages


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Comeback college: A case study of North Greenville University, 1991--2007---a turnaround from a struggling junior college to a thriving university.  by  Robert Todd Deaton

Comeback college: A case study of North Greenville University, 1991--2007---a turnaround from a struggling junior college to a thriving university. by Robert Todd Deaton
| NOOKstudy eTextbook | PDF, EPUB, FB2, DjVu, talking book, mp3, ZIP | 200 pages | ISBN: 9781109241419 | 9.68 Mb

This case study of North Greenville University studied the leadership traits, styles and behaviors of the university president and the organizational change strategies that were used to transform a struggling junior college with a decliningMoreThis case study of North Greenville University studied the leadership traits, styles and behaviors of the university president and the organizational change strategies that were used to transform a struggling junior college with a declining enrollment and looming financial debts into a thriving university. At the time of this research, North Greenville had experienced more than 15 years of record enrollments, increasing from 329 to more than 2,200 students, and its campus had seen significant renovations of existing buildings and construction of new facilities.

In addition to gathering insights about the transformational processes that occurred on the campus, the researcher assessed to what extent observations and data regarding North Greenvilles turnaround aligned with key organizational change principles found in Jim Collins Good to Great (2001).-Three interviews of the university president, Dr. Jimmy Epting- interviews of six administrators and longtime professors- and interviews with Dr.

B. Carlisle Driggers, the immediate-past executive director-treasurer of the South Carolina Baptist Convention, and Russell Ashmore Jr., chairman of North Greenvilles Board of Trustees in 1991 and 1992, were conducted to determine the transformational processes that were utilized. The interviews with selected top administrators and faculty members included Sam Isgett, vice president and dean for graduate studies- Walter Johnson, dean of the College of Christian Studies- Jackie Griffin, dean of the College of Fine Arts- Steve Crouse, vice president for campus ministries- Lee McCormick, former academic dean- and Mayson Easterling, vice president for denominational relations.

A review of the South Carolina Baptist Convention annuals from 1991 through 2007, minutes from North Greenville trustee meetings and the South Carolina Baptist Conventions Executive Board during the same period, and information supplied through the universitys news office and news reports from The Baptist Courier provided external validity for their perceptions.-Study findings presented in the profile of the university president highlighted a passion for the organizations mission, suggesting that it is a powerful motivational force in inspiring others to accept a vision.

The research also found evidence indicating that both of the primary traits that Collins associates with the Level 5 executive---professional will and humility---were inherent in the presidents leadership qualities. Beyond these two traits, the perceptions of his colleagues suggested evidence of several other traits often associated with servant leadership, including a genuine love for others, sacrificial service to fellow workers, and a profound sense of calling and desire to serve to God.-Collins (2001) found that organizations are propelled to greatness by critical advances in three primary areas: disciplined people, disciplined thought and disciplined action.

Thus, these three principles provided a framework for the narrative account of North Greenvilles transformational experience. From interviews of the president and observations of his colleagues, textual analyses indicated support for these principles. Among Collins principles that were specifically explored were First Who, Then What, Confronting the Brutal Facts, developing a Hedgehog Concept, creating a Culture of Discipline- starting the Flywheel of Progress, Preserving the Core, and Clock Building. Collins work, however, is presented only as a model for understanding the organizational change processes that occurred at North Greenville University, and the case studys findings are not intended as recommendations of change strategies for other sectarian institutions of higher education, though the leadership traits and behaviors that were advantageous to the universitys president may prove beneficial to other leaders.



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