A University For The 21st Century

DIVFrom the former president of one of America's leading universities comes a comprehensive analysis of the challenges and opportunities facing higher education in America as we enter the twenty-first century. In A University for the Twenty-first Century, James J. Duderstadt discusses the array of powerful economic, social, and technological forces that are driving the rapid and profound change in American social institutions and universities in particular. /divDIVChange has always characterized the university as it has sought to preserve and propagate the intellectual achievements, the cultures, and the values of our civilization. However, the capacity of the university to change, through a process characterized by reflection, reaction, and consensus, simply may not be sufficient to allow the university to control its own destiny. Not only will social and technical change be a challenge to the American university, Duderstadt says, it will be the watchword for the years ahead. And with change will come unprecedented opportunities for those universities with the vision, the wisdom, and the courage to lead in the twenty-first century. The real question raised by this book is not whether higher education will be transformed, but rather how . . . and by whom. /divDIVJames J. Duderstadt is President Emeritus and University Professor of Science and Engineering, University of Michigan. /div

This volume addresses the broad spectrum of challenges confronting today?s universities. Elkana and Kl”pper question the very idea and purposes of universities, especially as viewed through curriculum?what is taught, and pedagogy?how it is taught. The reforms recommended in the book focus on undergraduate or bachelor degree programs in all areas of study, from the humanities and social sciences to the natural sciences, technical fields, as well as law, medicine, and other professions. The core thesis of this book rests on the emergence of a ?New Enlightenment. This will require a revolution in curriculum and teaching methods in order to translate the academic philosophy of global contextualism into universal practice or application. Are universities willing to revamp teaching in order to foster critical thinking that would serve students their entire lives? This book calls for universities to restructure administratively to become truly integrated, rather than remaining collections of autonomous agencies more committed to competition among themselves than cooperation in the larger interest of learning. ÿ

In a constantly changing economic environment, higher education institutions need to adapt in order to be relevant to their stakeholders and the society. The unpredictable landscape also demands a fresh approach as university presidents are increasingly subject to high resolution and three-dimensional scrutiny. Instead of relying on last century’s old management mindset, university leaders must build institutions that are agile and flexible, which can continuously learn to adapt to the changing environment. Redefining University Leadership for the 21st Century is a treatise on the challenges universities face in current times. Readers will understand, in three parts, the heart of what makes a great university. The initial part of the book covers the market failures and the management practices that have led to the erosion of confidence in universities among stakeholders. The authors examine the consequences of market failures caused by the marketization of higher education: an oversupply of graduates, student dissatisfaction, mismatch between qualifications and needed skills, student disillusionment, and the diminishing return on investments by students and their families. Next, authors offer concrete advice on how universities can future-proof university graduates in this fast-changing world of the fourth industrial revolution and artificial intelligence. The authors also provide valuable strategies to help university leaders to lead effectively in this uncertain world with a concluding case study on the University of Hong Kong. With its clear, logical and concise presentation, Redefining University Leadership for the 21st Century is a must-read for anyone who leads, works or studies in a university, or is interested in current trends in the higher education sector.

SATs, ACTs, GPAs. Everyone knows that these scores can’t tell a college everything that’s important about an applicant. But what else should admissions officers look for, and how can they know it when they see it? In College Admissions for the 21st Century a leading researcher on intelligence and creativity offers a bold and practical approach to college admissions testing. Standardized tests are measures of memory and analytical skills. But the ever-changing global society beyond a college campus needs more than just those qualities, argues Robert Sternberg. Tomorrow’s leaders and citizens also need creativity, practicality, and wisdom. How can the potential for those complex qualities be measured? One answer is “Kaleidoscope,” a new initiative in undergraduate admissions, first used at Tufts University. Its open-ended questions for applicants, and the means used to score the answers, gives applicants and admissions officers the chance to go beyond standardized tests. Does it work? As Sternberg describes in detail, Kaleidoscope measures predicted first-year academic success, over and above SATs and high school GPAs, and predicted first-year extracurricular activities, leadership, and active citizenship as well. And every year that Kaleidoscope measures were used, the entering class’s average SATs and high school GPAs went up too. What worked at Tufts can work elsewhere. New kinds of assessments, like Kaleidoscope, can liberate many colleges and students from the narrowness of standardized tests and inspire new approaches to teaching for new kinds of talented, motivated citizens of the world.

This new edition explores current issues of central importance to the academy: leadership, accountability, access, finance, technology, academic freedom, the canon, governance, and race. Chapters also deal with key constituencies -- students and faculty -- in the context of a changing academic environment.

This book examines the ways in which China’s universities have changed in the dramatic move to a mass stage which has unfolded since the late 1990s. Twelve universities in different regions of the country are portrayed through the eyes of their students, faculty and leaders. The book begins with the national level policy process around the move to mass higher education. This is followed by an analysis of the views of 2,300 students on the 12 campuses about how the changes have affected their learning experiences and civil society involvement. The 12 portraits in the next section are of three comprehensive universities, three education-related universities, three science and technology universities, and three newly emerging private universities. The final chapter sketches the contours of an emerging Chinese model of the university, and explores its connections to China’s longstanding scholarly traditions

Higher Education at the Crossroads of Disruption: The University of the 21st Century looks at the various areas of higher education that will likely undergo radical changes. This books examines how teaching formats will vary, and how curricula and course content will evolve.

University presidents are expected to draw upon their experinces to draft a book suggesting possible futures for higher education. Since my term of o ce ended in 1996, as the new century approached, it was natural to label this assignment as A University for the 21st Century, a book that was awarded the Alice Beeman Award of CASE (the Council on Advancement and Support of Education) in 2001.Although this e ort was heavily in uenced by my experience in serving the University of Michigan as dean, provost, and president during the 1980s and 1990s, I attempted to paint a broader picture of American higher education writ large. Of course universities have a remarkable constancy in roles such as teaching and scholarship, in organizations such as schools, colleges, and departments, and in cultures such as academic freedom and tenure. Indeed, as Clark Kerr has noted in his famous quote: