Continuous Quality Improvement in Higher Education
There is great variation among higher education institutions, and a wide range of approaches to Continuous Improvement. Dew and Nearing acknowledge that the mistaken impression may exist that there is not a defined body of knowledge from which higher education leaders can draw when designing a journey toward excellence in the context of any specific institution. The authors have found a solid body of knowledge that will add value to leaders in any of these various settings. Continuous improvement is so important for leaders in higher education today because they find it now being embedded in the re-accreditation process for many accrediting associations. This book will give background by providing historical perspective on pioneering institutions in Continuous Improvement. Additionally, it offers insights on how to obtain stakeholder feedback through surveys and focus groups. Dew and Nearing address the issue of strategic planning from a CI perspective and include concepts to improve academic programs. They also fulfill their goal of bringing structure to the chaotic issue of measurement and feedback in the higher education setting.
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academic and administrative academic programs action plans activities alumni approach areas assessment balanced scorecard Baldrige criteria Baldrige National Quality Belmont University benchmarking Binghamton University campus Chapter comparative data conduct consensus continuous improvement initiative create cross-functional team dean decision department chairs develop discussion Edwards Deming effective engage enrollment established evaluate example facilitator faculty and staff faculty members faculty or staff feedback flowchart focus groups focused Gantt chart graduate higher education identify implement important input institution institution's issues Joseph Juran Juran leaders leadership learning Malcolm Baldrige National management system meetings ment National Quality Award organization organizational outcomes participants perspective phase president problems process mapping Quality Improvement Samford University self-assessment team specific staff members stakeholders strategic planning strategic planning process surveys teaching team members tion understand University of Alabama University of Wisconsin-Madison University of Wisconsin-Stout workshops WWTC