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A comparison of the governance pract...

Morgan State University.

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A comparison of the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	A comparison of the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges./
作者:	Wormack, Janet E.
面頁冊數:	260 p.
附註:	Adviser: Christine Johnson McPhail.
Contained By:	Dissertation Abstracts International69-05A.
標題:	Education, Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3314144
ISBN:	9780549631972

A comparison of the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges.
Wormack, Janet E.

A comparison of the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges. - 260 p.

Adviser: Christine Johnson McPhail.

Thesis (Ed.D.)--Morgan State University, 2008.

Recommendations for further study included comparative studies of appointed and elected boards by region and state structure, board education and professional development programs, and entrepreneurial practices.

ISBN: 9780549631972Subjects--Topical Terms:

626645
Education, Administration.

A comparison of the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges.
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245 1 2 $a A comparison of the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges.
300 $a 260 p.
500 $a Adviser: Christine Johnson McPhail.
500 $a Source: Dissertation Abstracts International, Volume: 69-05, Section: A, page: 1647.
502 $a Thesis (Ed.D.)--Morgan State University, 2008.
520 $a Recommendations for further study included comparative studies of appointed and elected boards by region and state structure, board education and professional development programs, and entrepreneurial practices.
520 $a The purpose of this study was to examine and compare the governance practices of community college trustees at designated and non-designated entrepreneurial community colleges.
520 $a In an effort to examine community college trustee governance, four frameworks guided this study. First, Bradshaw, Heyday, Levesque, Armstrong, and Levesque's (1998) entrepreneurial board model was used to characterize governance practices at entrepreneurial and non-entrepreneurial community colleges. Second, to assess the roles and practices of trustee governance practices within community colleges, the Association of Community College's Guide to Exemplary Community College Governance was applied in this study. Third, Drury's entrepreneurial community college model provided measures which characterize the effects of entrepreneurial as a designation on governance practices of community colleges. Finally and fourth, Strategies of Entrepreneurial Leadership practices (Roueche and Jones, 2005) provided measures which characterize those aspects of governance that involve entrepreneurial practices.
520 $a The population consisted of 56 community colleges where 28 community colleges were designated as entrepreneurial and 28 community colleges in the same state did not have the entrepreneurial designation. A quantitative secondary research design approach was used to conduct the study. The researcher examined and compared the board composition, board structure, institutional structure, and eight governance practices of community college trustees at designated and non-designated entrepreneurial community colleges. Data were collected and analyzed from McPhail's (2006-2007) national study on community college Community College Survey on Governance Trends and Practices. Descriptive and inferential statistics were used to analyze the data. Results of this study revealed that there were similar governance practices in place at both types of colleges. For example, board composition and board structure, institution structure and designation as an entrepreneurial college had little or no impact on the governance practices of the colleges.
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