Abelard to Apple: The Fate of American Colleges and by Richard A. DeMillo

By Richard A. DeMillo

The majority of American students attend thousand or so deepest and public associations that would be defined because the Middle--reputable academic associations, yet now not thought of equivalent to the elite and entrenched higher echelon of the Ivy League and different prestigious faculties. Richard DeMillo has a caution for those faculties and universities within the heart: if you happen to don't swap, you are heading for irrelevance and marginalization. In Abelard to Apple, DeMillo argues that those associations, clinging precariously to a centuries-old version of upper schooling, are ignoring the social, ancient, and monetary forces at paintings in cutting-edge global. within the age of iTunes, open resource software program, and for-profit on-line universities, there are new ideas for greater schooling. DeMillo, who has spent years in either academia andin undefined, explains how better schooling arrived at its present parlous kingdom and gives a street map for the twenty-first century. He describes the evolving version for better schooling, from ecu universities dependent on a medieval version to American land-grant faculties to Apple's iTunes U and MIT's OpenCourseWare. He bargains ten principles to aid faculties reinvent themselves (including "Don't romanticize your weaknesses") and argues for a spotlight on instructing undergraduates. DeMillo's message--for schools and universities, scholars, alumni, mom and dad, employers, and politicians--is that any collage or collage can switch direction if it defines a compelling price proposition (one now not established in "institutional envy" of Harvard and Berkeley) and imagines an establishment that supplies it.

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Extra resources for Abelard to Apple: The Fate of American Colleges and Universities

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It is a generic promise that varies little from institution to institution or generation to generation. Boot Camp Harvard’s School of Education runs a well regarded and highly selective “boot camp” for new university presidents. Aimed at providing deans and provosts (and the occasional lawyer or politician) with the tools to help them make the transition to the top leadership post, the Harvard boot camp zeros in on the roles and responsibilities to which new presidents would not have been exposed in their prior academic positions.

Full professors become presidents of professional societies or editors of journals. Some are comfortable in seats of power and become advisors in government or industry. Some are selected to lead their colleagues and become department heads, deans, provosts, or presidents. Despite all this careful grooming, the magnitude of the task of running a modern American university necessarily overwhelms many of the smartest kids in class, precisely because few of the skills needed to rise to the top of the academic administrative pyramid have much to do with the skills that a president must somehow acquire: The university president in the United States is expected to be a friend of the students, a colleague of the faculty, a good fellow with the alumni, a sound administrator with the trustees, a good speaker with the public, an astute bargainer with the foundations and the federal agencies, a politician with the state legislature, a friend of industry, labor, and agriculture, a persuasive diplomat with donors, a champion of education generally, a supporter of the professions .

Focus on value Universities have to come to grips with the central value problem in higher education—the value locked in a university degree depends on the skills and aspirations of the student. To focus on that value, a university has to figure out how to deliver it with reasonable cost and competitive quality. The universities that thrive will be the ones that have both compelling value and a way of personalizing it. 2. Focus on costs Traditional universities are profligate spenders, a problem that can be addressed only by controlling costs in ways that make higher education uncomfortable: a.

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