This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Drawing on the scholarship of teaching and learning (SoTL), it argues that AI can enhance accessibility and efficiency while preserving the human essence of education. Facultydevelopers and instructors can use this framework to harness AI’s potential, ensuring it supports rather than supplants their pedagogical roles.
Without considering the emotional and social aspects of a student’s educational journey, particularly the connections they build with faculty and peers, institutions risk overlooking the things that keep students engaged, motivated, and ultimately enrolled. Simply put, data is not enough.
While many of our conversations have focused on what generative AI means for student assignments and learning outcomes, there’s another question faculty are askingoften individually and quietly: How can we leverage AI in our own academic and administrative work? AI offers many potential applications for faculty work.
Drawing on the scholarship of teaching and learning (SoTL), it argues that AI can enhance accessibility and efficiency while preserving the human essence of education. Facultydevelopers and instructors can use this framework to harness AI’s potential, ensuring it supports rather than supplants their pedagogical roles.
Bienvenu, SJ, Distinguished Chair in Humanities, and Professor and Co-Chair of Languages and Cultures at Loyola University New Orleans joined Dr. Carolin Aronis, an assistant professor of Ethnic Studies at Colorado State University, to call attention to the dramatic increase in antisemitic incidents on campuses over the last few years.
An interesting exercise we do during our facultydevelopment program is reminisce about the very first day we taught as a teacher. Dr. Jayanti Dutta is faculty in the Human Resource Development Centre, Panjab University (PU), Chandigarh, India.
Without considering the emotional and social aspects of a student’s educational journey, particularly the connections they build with faculty and peers, institutions risk overlooking the things that keep students engaged, motivated, and ultimately enrolled. Simply put, data is not enough.
While many of our conversations have focused on what generative AI means for student assignments and learning outcomes, there’s another question faculty are askingoften individually and quietly: How can we leverage AI in our own academic and administrative work? AI offers many potential applications for faculty work.
To tame their anxieties about AI, faculty and administrators might embrace Howard Kabat-Zinn’s maxim, “You can’t stop the waves, but you can learn to surf.” Three camps On most campuses, faculty fall into three camps: those who want to “lock and block” AI (just stay out of the water!) It’s time to get in the water.
Let’s embark on an imaginative journey to the year 2100, where the boundaries of humanity extend to Mars. Space scientists and engineers collaborate on spacecraft design, propulsion, and landing systems, recognizing the synergy essential for safe human transport. Our mission: establish a self-sustaining colony on the Red Planet.
An interesting exercise we do during our facultydevelopment program is reminisce about the very first day we taught as a teacher. Dr. Jayanti Dutta is faculty in the Human Resource Development Centre, Panjab University (PU), Chandigarh, India.
To tame their anxieties about AI, faculty and administrators might embrace Howard Kabat-Zinn’s maxim, “You can’t stop the waves, but you can learn to surf.” Three camps On most campuses, faculty fall into three camps: those who want to “lock and block” AI (just stay out of the water!) It’s time to get in the water.
Let’s embark on an imaginative journey to the year 2100, where the boundaries of humanity extend to Mars. Space scientists and engineers collaborate on spacecraft design, propulsion, and landing systems, recognizing the synergy essential for safe human transport. Our mission: establish a self-sustaining colony on the Red Planet.
Every learner enjoys a mentor guiding them along their unique educational path—a level of personalization unattainable by human educators, especially when faced with larger class sizes. This opens a potential panoramic, data-fueled view of learner development that would have been impossible for even the most attentive human mentor.
Joanna Brooks, Associate Vice President for Faculty Advancement and Student Success at San Diego State University, believes higher education leaders must reexamine their institutional structures to ensure the focus of faculty affairs goes beyond equipping staff with the tools to “survive the system.”
Support is sometimes available from veteran professors, facultydevelopment offices and workshops or training to assist professors in the challenging work of course and curriculum development and implementation. Professors can support the development of interest with characteristics of course design and delivery (Durik, 2003).
Support is sometimes available from veteran professors, facultydevelopment offices and workshops or training to assist professors in the challenging work of course and curriculum development and implementation. Professors can support the development of interest with characteristics of course design and delivery (Durik, 2003).
Many tackled improving student success, retention, and equity at their institutions, while others focused on budget models and streamlining administrative processes. The blog posts below are written by the participants to showcase their project and early outcomes.
Boards are charged with overseeing an institution’s mission, vision, values, strategic direction, financial health, academic quality, student success, community engagement, diversity, inclusion, research, facultydevelopment, campus safety, and more. Those responsibilities do not stop with the university administration.
The HEC is concerned with university affairs from a variety of perspectives, including administrative, scientific, research, and students. The HEC also evaluates the institution's overall management and governance, including its financial stability, facilities, and human resources.
The peer review team typically includes faculty, administrators, and industry experts who conduct a thorough evaluation of the institution's management education based on the EQUIS Accreditation criteria. This can require ongoing investment in staff and facultydevelopment and continuous improvement initiatives.
It brings together scholars, thought leaders, and community advocates to identify, evaluate, and study pressing issues and develop sustainable means of change that will have a positive impact on Black life. “We We use traditional human science investigative techniques. We use large data sets, quantitative analysis.
What Shared Governance Data Reveals About Leadership and Trust Faculty perceptions of shared governance remain a critical focus. Survey modules include items that assess communication, follow-through, and whether faculty and administration operate within a framework of mutual trust. Drumm McNaughton: My pleasure.
Curricula Hendrix offers 30 majors and 33 minors, encompassing a wide range of disciplines in the arts, humanities, sciences, and social sciences. Endowment Growth : The colleges stable and growing endowment supports scholarships, facultydevelopment, and campus improvements, ensuring long-term sustainability and competitiveness.
We organize all of the trending information in your field so you don't have to. Join 29,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content