Converting a Community College to an Emphasis on Transfer: A Study of Assessment and Documentation.
Converting a Community College to an Emphasis on Transfer: A Study of Assessment and Documentation.
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将社区学院转变为注重转学：评估和记录研究。
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发表时间：
1999
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影响因子：
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通讯作者：
Joann Smartt
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作者：
Joann Smartt
论文内容 将社区学院转变为注重转学：对评估和记录的研究 作者：Jo Ann Smartt-Gaither 加州大学洛杉矶分校教育哲学博士，1999 年 Arthur M. Cohen 教授，主席 这是一项关于喜瑞都学院管理人员、教职员工和学生对学院、其使命和目标实现的看法的研究。该研究描绘了政府为强调学院的转学使命而发起的大规模使命定义、形象提升活动的影响。总统强调转学 (P.E.T.) 项目是喜瑞都学院首席行政官的一项纵向尝试，旨在为学生提供与授予学士学位的学院和大学建立联系的“大杂烩”机会。该研究的目标是记录 P.E.T. 的计划、举措和指令。项目以及它们对该机构转移使命的选民看法的潜在初步影响。 P.E.T 前后历时九年的项目调查提供了有关学院、其成员以及他们对服务、政策和机构有效性的满意度的信息。多项调查提供了“P.E.T. 之前和之后”的信息。受访者对大学使命和目标的了解程度的快照。与定量调查相结合，用于了解大学政策、氛围和文化的附加符号包括从注册、入学和保留数据、与校园工作人员和学生的对话以及 P.E.T. 中浓缩的信息。工作组会议议程和记录。该研究的一项主要发现表明，学生和教职员工都喜欢他们在学院内的工作关系，并拥有学院支持、创新和高效的积极形象。然而，三方成员在学术重点和学生实现目标的潜力方面存在分歧。尽管很少参与大学活动，但学生们仍然相信大学将他们的最大利益放在心上。他们有动力继续深造，但教师们对学生取得成就的能力缺乏信心。该研究的另一个目的是根据主要大学成员的看法来测试偶然事件和组织理论的基本概念。事实证明，组织变革理论对于解释本研究中指出的行为具有重要意义，但更重要的是激励和领导权变理论的路径目标模型。
OF THE DISSERTATION Converting a Community College to an Emphasis on Transfer: A Study of Assessment and Documentation by Jo Ann Smartt-Gaither Doctor of Philosophy in Education University of California, Los Angeles, 1999 Professor Arthur M. Cohen, Chair This is a study of the views of Cerritos College administrators, staff and students about the college, its mission and goal attainment. The study charts the influences of a large scale mission-defining, image-enhancing campaign launched by the administration to place emphasis on the college's transfer mission. The President's Emphasis on Transfer (P.E.T.) Project is a longitudinal attempt by the Cerritos College chief administrator to provide a "smorgasbord" of opportunities for students to link with baccalaureate degree granting colleges and universities. The study's goal was to document the programs, initiatives and directives of the P.E.T. project and the potential initial impact they had on constituent perceptions of the transfer mission of the institution. Pre and post-P.E.T. Project surveys spanning a period of nine years provided information about the college, its constituents, and their levels of satisfaction with services, policies and institutional effectiveness. The multiple surveys provided "before and after P.E.T." snapshots of the extent the respondents understand the college mission and goals. In conjunction with the quantitative surveys, additional notations used to understand the college policies, climate and culture included information condensed from registration, matriculation and retention data, conversations with campus staff and students and, P.E.T. Taskforce meeting agendas and minutes. A major finding of the study revealed that students and staff alike enjoy the working relationship they have within the college and possess a positive image of the college as supportive, innovative and effective. However, the constituents were divided in terms of academic emphasis and student potential for goal achievement. With minimal involvement in collegiate activities, students still shared a belief that the college had their best interests at heart. They were motivated to further their education, yet faculty members expressed a lack of confidence in the abilities of students to achieve. An additional purpose of the study was to test fundamental concepts of contingency and organizational theories based on the perceptions of the primary college constituents. Organizational change theory proved to be significant in offering explanation for the behaviors indicated in this study, but of greater relevance was the path-goal model for contingency theory of motivation and leadership.