%0 Thesis %1 coats_impact_1986 %A Coats, James Anderson %D 1986 %K ADMINISTRATION EDUCATION, %T The impact of a transition from a two-year to a four-year college on a small, private, church-related, liberal arts institution: A case study %X The primary purpose of this study was to determine the impact of a transition from a two-year to a four-year college on a small, private, church-related, liberal arts institution. The effects of the organizational change studied were those perceived within college personnel and the changes noted in the institution itself. The case study approach was used for this work. Data were obtained from college minutes of meetings, materials prepared for the State and regional accrediting agencies, annual reports, other college historical papers and interviews with personnel. Analysis of the data revealed that some of the personnel had responded negatively to the change and the methodology employed by an external consultant. Personnel turnover had been high. Positive responses and outcomes were also found. The faculty and administrative staff members who had remained with the school perceived that they were better planners, teachers and administrators. Many had upgraded their credentials. The remaining personnel appeared to be more confident, competent and excited. The college had built new facilities, reorganized administratively and increased its library holdings, curricula, budget, gift support and government grants. Implications for practice were developed from the findings and analysis of the study and the literature. Summarized, these were: (a) develop institutional master plans prior to initiating major change, (b) allow enough lead time, (c) appoint a director to guide the change, (d) have open lines of communication and maximum participation in major decisions, (e) obtain the services of an outside change agent as soon as possible, (f) that consultants who enter a situation initiated by external forces be prepared to accept negative responses, (g) make appropriate educational efforts for participants involved in change, (h) provide equal support for curriculum planning for all areas and (i) conduct a thorough investigation for potential students and funds available to help assure success of a transition.

@phdthesis{coats_impact_1986, abstract = {The primary purpose of this study was to determine the impact of a transition from a two-year to a four-year college on a small, private, church-related, liberal arts institution. The effects of the organizational change studied were those perceived within college personnel and the changes noted in the institution itself. The case study approach was used for this work. Data were obtained from college minutes of meetings, materials prepared for the State and regional accrediting agencies, annual reports, other college historical papers and interviews with personnel. Analysis of the data revealed that some of the personnel had responded negatively to the change and the methodology employed by an external consultant. Personnel turnover had been high. Positive responses and outcomes were also found. The faculty and administrative staff members who had remained with the school perceived that they were better planners, teachers and administrators. Many had upgraded their credentials. The remaining personnel appeared to be more confident, competent and excited. The college had built new facilities, reorganized administratively and increased its library holdings, curricula, budget, gift support and government grants. Implications for practice were developed from the findings and analysis of the study and the literature. Summarized, these were: (a) develop institutional master plans prior to initiating major change, (b) allow enough lead time, (c) appoint a director to guide the change, (d) have open lines of communication and maximum participation in major decisions, (e) obtain the services of an outside change agent as soon as possible, (f) that consultants who enter a situation initiated by external forces be prepared to accept negative responses, (g) make appropriate educational efforts for participants involved in change, (h) provide equal support for curriculum planning for all areas and (i) conduct a thorough investigation for potential students and funds available to help assure success of a transition.}, added-at = {2018-06-19T15:20:34.000+0200}, author = {Coats, James Anderson}, biburl = {https://www.bibsonomy.org/bibtex/287ec2daf465041c52fc0765380241bae/prophe}, interhash = {a4f9bb48f19004882c2bdefd864867d1}, intrahash = {87ec2daf465041c52fc0765380241bae}, keywords = {ADMINISTRATION EDUCATION,}, school = {North Carolina State University}, shorttitle = {The impact of a transition from a two-year to a four-year college on a small, private, church-related, liberal arts institution: {A} case study}, timestamp = {2018-06-19T15:20:34.000+0200}, title = {The impact of a transition from a two-year to a four-year college on a small, private, church-related, liberal arts institution: {A} case study}, type = {{PhD} {Thesis}}, year = 1986 }