The number of part-time faculty employed in two-year colleges has risen dramatically in recent years, with current data indicating that 64% of two-year college faculty work part time. It is critical, therefore, that colleges ensure that part-time faculty are well integrated into the organizational culture. In assessing initiatives for helping…

Describes trends in two-year college faculty retirement. Argues that colleges can help new faculty members play active roles in realizing college mission by making them feel more a part of the college, increasing mentoring efforts, establishing ongoing professional development activities, decentralizing organizational culture, and recognizing the…

Honors programs are a viable part of the community college response to the challenges of the late 1980's. The growth in the two-year college memberships in Phi Theta Kappa and the National Collegiate Honors Council suggests that greater attention is being given to the academically able students at the two-year college. A rationale for developing…

To meet the vocational needs of the college's new clientele and to update faculty knowledge and skills, Hagerstown Junior College initiated a five-year program designed to return all career faculty to industry on a temporary basis. Faculty members requesting a return to industry submitted proposals that specified the area of specialization, the…

Adjunct (part-time) faculty comprise 35 to 45 percent of the teachers in two-year colleges, yet receive virtually no systematic assistance in professional development. In 1972, Hagerstown Junior College (Maryland) initiated a program of staff development for adjunct faculty to remedy this deficiency. The program is designed to familiarize adjunct…

The 1990's may well be characterized as the decade of renewal. For community colleges, the process of renewal will entail refocusing the mission and redefining the culture of two-year institutions as part of a nationwide attempt to restructure our approach to higher education. But, is it possible to modify both college mission and culture? Since…

This paper addresses how community colleges should effect multidimensional, dynamic, and rapid change. It describes a three-stage paradigm of educational transition: (1) organizations cannot be changed by imposing an external model; (2) there is no objective reality outside an organization's culture; and (3) dynamic change is the result of…

This paper proposes a process for community colleges to engage and direct discontinuous change in the face of the coming millennium. Described are several characteristics of change envisioned in the near future, including a complete break with the past, major reconstruction of nearly every element of the organization, and modification of the…

This document explores the changes the 21st century will impose on community colleges and discusses the need for colleges to alter their objectives. It offers five points that colleges should consider in redesigning their organization: (1) change must be mission-driven, containing the element of accountability; (2) the new process must be owned by…

Significant changes in the educational environment have inspired structural and functional redefinitions to increase institutional competitiveness. To flourish, colleges now must be able to respond quickly and effectively to change. They must be adaptive, flexible, responsive, and innovative, especially in their application of new technology. They…

At Hagerstown Junior College (HJC), a project was developed to integrate the college's need for increased enrollment with community college faculty development and industry's need for worker retraining. The project involved agreements between HJC and Mack Trucks, the largest employer in the college's service area. The first program developed, the…

Community colleges are on the cutting edge of the multidirectional change with the coming of a new century. Peters and Waterman, two management consultants, have spawned thousands of models, designs, and strategies for using organizational excellence as a gyroscope for navigating the turbulence of change. This paper presents Waterman's four-step…

Reviews findings from a 1971 study of the structure and design of community services/continuing education (CS/CE) in community colleges; and from a 1989 study of the tasks that CS/CE administrators perform. Assesses CS/CE administrators' leadership role in helping people build communities and other aspects of the community college mission. (DMM)

Recent shifts toward collaborative learning and learner-centered language indicates that: (1) student diversity is increasing; (2) delivery, interaction, and assessment must occur across an expanding range of contexts, cultures, and knowledge parameters; and (3) learners must be empowered to accept responsibility for their learning and also to…

Explores the cooperative effort between Hagerstown Junior College (Maryland) and the Certain-Teed Corporation in implementing a "Management of Human Resources" course for supervisory personnel. Describes its mutual benefit and future programs within the corporation and others. (MB)