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Alfred, Richard L. – Community College Review, 1984
Enumerates changing external conditions and internal organizational problems in community colleges resulting in a paradox involving institutional mission and structure. Lists steps for positioning community colleges as the key provider of specified programs/services through carefully defined linkages with public- and private-sector organizations…
Descriptors: Agency Cooperation, College Role, Community Colleges, Educational Change
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Alfred, Richard L.; Nash, Nancy S. – Community College Review, 1983
Presents a model for retraining community college faculty in career programs involving a staff exchange process between industry and education. Sees benefits as improved college responses to fluctuations in industrial labor needs and changing faculty supply in high-demand occupations. (DMM)
Descriptors: College Faculty, Community Colleges, Exchange Programs, Faculty Development
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Kingan, Mary E.; Alfred, Richard L. – Community College Review, 1993
Provides a literature review on the use of entry assessment, citing those who consider assessment tantamount to tracking and those who see it as constructive assistance. Offers examples of two colleges that use assessment to provide remedial and nonremedial students with equal options, and an inducement-based model emphasizing early prevention.…
Descriptors: Academic Advising, Community Colleges, High Risk Students, Literature Reviews
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Alfred, Richard L. – Community College Review, 1986
Argues that effective teaching is becoming progressively obsolete because of declining faculty involvement with teaching/learning. Identifies social change conditions affecting the teaching effectiveness of community college faculty. Discusses dimensions of alienation (i.e., powerlessness, meaninglessness, normlessness, isolation, and…
Descriptors: College Faculty, Community Colleges, Faculty College Relationship, Social Change
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Hall, Robert A.; Alfred, Richard L. – Community College Review, 1985
Presents results from a study of community college leadership, conducted to examine interactive leadership relationships between college presidents and the principal internal governance groups with which they work. Presents a model linking leadership style, group situation, and leadership effectiveness. Discusses implications for the future. (DMM)
Descriptors: Administrator Effectiveness, Board Administrator Relationship, College Administration, Community Colleges