Conceptual Change thru Learning
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Through the participation in this course's activities, my conceptual frameworks about various components of education have been revised. One of the conceptual frameworks revolves around the role of the higher education institution in American society. Before this course, I entertained the concept of a higher education institution as an autonomous entity with its unique identity and curriculum has been shattered. However, due to its accountability to diverse constituencies, a higher education institution cannot function in a vacuum. Rather, as Duderstadt (2000) and Cohen (1998) pointed out in their works, higher education institutions must respond to the demands of the consumers and the needs of the society by reshaping their curriculum and modifying their delivery of the courses in order to accommodate the emerging needs of society. For example, Duderstadt (2000) highlighted that the traditional paradigm of "just in case" education in which undergraduate students acquire a body of the knowledge that is anticipated for their future career has been replaced. Instead, a "just in time" education that is designed to match their current career requirements is now expected by many adult career professionals (p. 17). Similarly, Cohen (1998) emphasized that curricular evolution has occurred because all the disciplines "were now serving multiple masters: the profession, the university and the community" (p. 363). Therefore, the traditional concept of a university that is a re
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and Cohen (1998).
Second, my selected readings have also illuminated the significance of financial management, as confronted by educational leaders. Administrators must be able to ensure that the financial resources of their institutions are appropriately allocated to ensure that their mission, values and objectives are fulfilled. In the case of JU, the administrators placed excessive emphasis on adapting to the external demands at the expense of the institution's mission, vision and values. In the process, they also alienated the interests of the key assets of the institutionùthe faculty, the students and the alumni (Snell, 2004). Moreover, the administrators had mismanaged their funds by failing to raise sufficient general funds that were not tied to specific projects and overestimating the revenue that would be generated (Filaroski, 2003). Considering the highly competitive nature of the higher education industry and the diversity of the options that are available to consumers, educational leaders have to be extremely vigilant in their management of financial resources.
Most importantly, these in-depth readings have highlighted the need for institutions, especially liberal arts colleges such as JU, to retain their
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Some common words found in the essay are:
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Approximate Word count = 1925
Approximate Pages = 8 (250 words per page)
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