What's Wrong With the American University System
Jennie Rothenberg Gritz - Jennie Rothenberg Gritz is senior editor and multimedia editor of TheAtlantic.com. Jennie Rothenberg Gritz began writing for The Atlantic in the fall of 2002, shortly after graduating from the UC Berkeley Graduate School of Journalism.
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#1 Aug 9, 2010
Luna Pads & The Clean Bin Project Blog heads to Peterborough Ontario this Week across Canada ...
#2 Aug 9, 2010
Wed Jul 21, 2010
WOU earns praise from education publication
Western Oregon University was one of 11 schools nationwide that received praise in a recent commentary published by "The Chronicle of Higher Education."
The editorial was written by professors Andrew Hacker of Queens College and Claudia Dreifus of Columbia University and adapted from "Higher Education? How Colleges Are Wasting Our Money and Failing ...
Related Topix: Western Oregon University, City University of New York, Columbia University, Family, Kids, University of Mississippi, Mississippi
#3 Aug 9, 2010
#4 Aug 26, 2010
Sorry Tale of UC Berkeley Chancellor’s Office: easily grasped by the public, lost on University of California’s President Yudoff. The UC Berkley budget gap has grown to $150 million, & still the Chancellor is spending money that isn't there on $3,000,000 consultants. His reasons range from the need for impartiality to requiring the consultants "thinking, expertise, & new knowledge".
Does this mean that the faculty & management of UC Berkeley – flagship campus of the greatest public system of higher education in the world - lack the knowledge, integrity, impartiality, innovation, skills to come up with solutions? Have they been fudging their research for years? The consultants will glean their recommendations from faculty interviews & the senior management that hired them; yet $ 150 million of inefficiencies and solutions could be found internally if the Chancellor & Provost Breslauer were doing the work of their jobs (This simple point is lost on UC’s leadership).
The victims of this folly are Faculty and Students.$ 3 million consultant fees would be far better spent on students & faculty.
There can be only one conclusion as to why inefficiencies & solutions have not been forthcoming from faculty & staff: Chancellor Birgeneau has lost credibility & the trust of the faculty & Academic Senate leadership (C. Kutz, F. Doyle). Even if the faculty agrees with the consultants' recommendations - disagreeing might put their jobs in jeopardy - the underlying problem of lost credibility & trust will remain.(Context: greatest recession in modern times)
Contact your representatives in Sacramento: tell them of the hefty self-serving $’s being spent by UC Berkeley Chancellor Birgeneau & Provost Breslauer.
#5 Aug 26, 2010
Businesses and public universities are into a phase of creative disassembly where reinvention and adjustments are constant. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers through “Operation Excellence (OE)”. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised work security and a steady progress up the hierarchy in return for employees fitting in, accepting lower wages, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to. UC Berkeley senior management paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned Cal employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor.
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