The guidelines offer suggestions for departments, institutions, and faculty members in languages and literatures for valuing and assessing research in the public humanities. Because much public humanities scholarship involves engagement with communities, particularly bilingual and multilingual communities, this document places particular emphasis…

While the longstanding structural challenges in the professional development of junior scholars of color can be confronted through strong mentoring relationships, the potential power of effective mentoring will only be realized when the environments in which these relationships exist begin to change. Derived from insights gleaned from grantees of…

This guide has been developed primarily for institutions in the British Columbia (BC) Transfer System interested in seeking designation as receiving institutions. Institutions are encouraged to consult this guide and use those sections most relevant to their needs. Areas discussed include: (1) Policy, Procedure and Record-Keeping; (2) Transfer and…

Change itself often threatens efficiency. This is ironic, given that organizational changes are frequently made because of a need for increased efficiency. Academic departments within a wide variety of institutions are wrestling with this irony on a daily basis. Expanding systems and staffing, and adoption of new computer systems, all intended to…

Promoting academic departmental productivity requires vision, passion, and sensitivity while coping with the rapid pace of change. This paper presents 10 proven strategies for managing some common challenges faced by academic department chairs: (1) building a sense of family purpose; (2) establishing mechanisms to assure accountability; (3)…

Explores the issue of survival as department chair, examining three interrelated threats to the chairperson's well-being: role conflict, changes in collegial relationships, and job- related stress. Considers reasons for accepting appointment and some practical matters for chairs who serve in a term appointment. (PA)

States that, because teaching and scholarship are expected of all faculty, the broad roles that seem unique to the chair are academic and administrative leadership, resource acquisition and allocation, and constituent relationships/boundary spanning. Comments on and amplifies these requirements and discusses some tensions that arise for the…

Ways are discussed for making faculty assessment an integral part of a department. Suggestions relate to developing career plans, specifying goals, identifying skills, conducting regular reviews, and locating assessment within the departmental and institutional culture. Guidelines and procedures are illustrated with sample letters and third-year…

A revision of one published in April 1985, this checklist yields useful information for preparing self-study reports. Questions are categorized as follows: data on community and institution; goals and priorities; curriculum; faculty; teaching; students; operational activities; and resources. (Contains one reference.) (LB)

Suggestions for a new language department chair are presented. They include the following: assemble teams to help; be accessible; learn administrative details; make decisions; create a procedures manual; be chair of all the department; and be an individual. (LB)

A discussion of conflict in academic departments describes current philosophies in conflict resolution, including a principled approach emphasizing positive benefits. Structures within organizations that inherently create conflict are identified, and various strategies for dealing with conflict are outlined based on one theory of response modes.…

A discussion of college faculty renewal looks at the word's etymology and at concrete ways for departments and their administrators to promote quality faculty research. It also describes four archetypal examples of faculty in need of research renewal, each related to literary history and the workings of a research committee. (Author/MSE)

Shares Cornell University's efforts to work with faculty on the problem of reports that anticipate departmental and faculty data needed during the year. (MS)

Non full-time faculty--whether adjunct, part-time or contingent--has become the lifeline of a vast majority of colleges and universities. They teach many of the foundation and core courses taken by first- and second-year students, teach professional courses in which their own life experiences are invaluable, and step in at short notice to fill-in…

Discusses the difficulties and usefulness of perceiving the interface between communication and instruction. Details the interface, and outlines three overall advantages for communication department chairs who view instructional situations as communication situations: improved instructional environment; more effective campus rhetoric; and enhanced…