Becoming a department chair does not always follow a smooth or particularly well-thought-out process. Most faculty, who have no academic leadership training, need real support to make this career transition a successful one. […]
At a workshop on learner-centered teaching, a participant told us that philosophically she couldn’t agree more with the need to make students more responsible for their own learning, but she couldn’t go there because her ratings would take a hit. I assumed this meant she was a new faculty member and under scrutiny for tenure. […]
The sheer volume of content faculty members are responsible for teaching is enormous, but being an effective educator takes much more than the mastery and delivery of material. It requires unique skills and knowledge that most new higher education instructors were never trained in. For newcomers, the challenges can seem overwhelming. […]
Unlike their college-level counterparts, those who teach at the K-12 level spend a significant portion of their education studying the “how” of teaching. What they learn can be invaluable to college professors who enter classrooms with vast content knowledge but little (or no) background in teaching and learning. As those who teach these teachers, we’d like to showcase five teaching strategies college professors can learn from those who teach younger students. […]
Incivility in higher education has flourished in recent years, fueled by a convergence of factors ranging from the infiltration of a more corporate culture and a system that rewards individual accomplishments above collaboration to decreased state funding coupled with increased workloads and expectations. For department chairs, leading teams of educators during such a difficult time can be wrought with unexpected challenges and frustrations.
About three years ago, having served four years as department chair and having gone through the typical headaches that people in my position go through, I began studying and practicing time management techniques. After adopting some simple strategies, I find that the job I do today is much more effective and enjoyable than when I began my current leadership position. In this article I will share some key time management principles that you can implement on your own.
The challenge of faculty evaluation is to simultaneously foster faculty development and fulfill the institution’s goals and mission, says Larry Braskamp, professor of Education at Loyola University Chicago and advocate of a humanistic approach to faculty evaluation.
“Evaluation involves setting the culture and climate for faculty to develop, and it has to take on an openness and respect for the individual to experiment and fail. You encourage faculty members to self-assess.
Evaluations mandated by institutions generally assess application of faculty expertise to teaching, research, and service. But as Keig (1994) states in Collaborative Peer Review, “Clearly,
Are your experienced faculty members as effective in the classroom as you would like them to be? If not, perhaps a faculty development program like the University of Minnesota’s Mid-Career Teaching Program could be the answer. Many faculty members currently in mid-career have probably had fewer teaching enrichment opportunities than their more recently hired colleagues, and just because they are experts in their disciplines does not necessarily make them good teachers. In addition, teaching is becoming more complex: student populations are more diverse than they used to be, and they often expect more from professors than students did in the past…
Two years ago, a midcareer colleague in the mathematics department sent around an e-mail to all faculty at our college, inviting us to read a book with her. And as simply as that, a teaching circle was formed.
A teaching circle, the term we use at my institution, is simply a group of faculty interested in discussing teaching at regular intervals, ideally over food. As my colleague said, laughing, at our first meeting, “I need a support group, and everyone needs lunch!”…
