Type of Document Dissertation Author Malone, Patrick URN etd-11142003-170546 Title Institutional Effectiveness Practices in Colleges and Universities in the Southeastern United States Degree Doctor of Education Department Educational Leadership and Policy Studies, Department of Advisory Committee
Advisor Name Title Dale W Lick, PhD Committee Chair Hollie Thomas, PhD Committee Member Roger Kaufman, PhD Committee Member Terrence Russell, PhD Committee Member Keywords
- Assessment; Acreditation
Date of Defense 2003-11-03 Availability unrestricted AbstractThe purpose of the study was to determine and describe institutional effectiveness (IE) practices in recently evaluated colleges and universities accredited by the Southern Association of Colleges and Schools (SACS). The study focused on two areas: (1) the types of institutional effectiveness practices that received recommendations during accreditation reviews, an indication that practices did not meet standards, and practices that received no recommendations during reviews, and (2) how data were used to influence decision making.
Twelve institutions were selected for case studies during Phase One of the research. Only one institution demonstrated development and implementation of an IE process that was practiced at every level of the organization. Four institutions, two that received no IE recommendations and two that received three or more IE recommendations, were selected for further study during Phase Two of the research.
The majority of institutions in the study struggled at some level and to some degree with IE. This finding was consistent with previous research that found IE to be a
major area of difficulty in accreditation reviews. The large number of recommendations issued related to use of evaluation results to improve programs, services, and operations, and indicated that this “closing the loop” practice was not demonstrated by half of the institutions in the study.
Two institutions in Phase Two were especially responsive to accreditation evaluations. Institutional change was found to be dramatic in a third institution and illustrated the conditions and steps of a change creation process. Institutions that appeared not to embrace change were also not prepared by their leaders for the institutional change required by continuous improvement through IE processes. Sponsorship of the institutional change must begin with the chief executive officer and cascade to other leaders in the organization. Unless valid and useful institutional change occurred, the concept and practice of IE—continuous improvement—was not likely to occur.
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