{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/69109"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/69109","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Planning Practices of Administrators in Continuing Higher Education","abstract":"Continuing education administrators in colleges and universities have indicated a growing awareness of the need for effective planning. As the topic of planning has gained prominence, so have discussions of strategic planning. It is frequently presented to continuing higher education administrators as a means of defining organizational mission and goals and achieving planned development. However, many strategic planning models involve the use of a highly structured, formal planning process. Little has been known about whether these models provide a realistic decision-making tool for continuing higher education administrators.","abstract_html":"Continuing education administrators in colleges and universities have indicated a growing awareness of the need for effective planning. As the topic of planning has gained prominence, so have discussions of strategic planning. It is frequently presented to continuing higher education administrators as a means of defining organizational mission and goals and achieving planned development. However, many strategic planning models involve the use of a highly structured, formal planning process. Little has been known about whether these models provide a realistic decision-making tool for continuing higher education administrators.","abstract_has_math":false,"creators":["Rink, Patricia Ann"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Educat.D.","degree_level":"Dissertation","degree_discipline":"Education","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2014,"date_issued":"2014-12-15T18:51:20Z","date_published":"2014-12-15T18:51:20Z","updated_at":"2026-07-22T22:26:00Z","subjects":["Education, Adult and Continuing"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(UMI)AAI8711863"],"render_values":[{"text":"(UMI)AAI8711863","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/69109","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Rink, Patricia Ann"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2014-12-15T18:51:20Z","10000-01-01","1987"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Education"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Educat.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Education, Adult and Continuing"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/69109","(UMI)AAI8711863"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Continuing education administrators in colleges and universities have indicated a growing awareness of the need for effective planning. As the topic of planning has gained prominence, so have discussions of strategic planning. It is frequently presented to continuing higher education administrators as a means of defining organizational mission and goals and achieving planned development. However, many strategic planning models involve the use of a highly structured, formal planning process. Little has been known about whether these models provide a realistic decision-making tool for continuing higher education administrators.","Utilizing grounded theory methodology, this study sought to investigate, describe, and draw generalizations about ways in which successful continuing education administrators plan for their organizations. A peer nomination process was used to identify seven exemplary deans of continuing education in midwestern universities. Data for the study were gathered primarily through interviews with the deans and members of their staffs and through content analysis of related documents.","The study found that planning is not the formal, sequential process typically depicted in the literature. The data also refuted the notion that the result of planning must be a "plan," a document prescribing specific actions within a given time frame. Planning occurred continuously as administrators assessed what was going on around them and considered the implications for the organization's short-term and long-term development. Administrators viewed the result of their planning as a consensus among continuing education staff about the organization's appropriate mission and major goals and their roles in helping achieve them.","Efforts by administrators to plan shared four essential elements: (a) a strong sense of continuing education's mission as it relates to both the parent institution and the external environment, (b) continual information gathering about the institution and the environment, (c) establishment of broad goals that indicate the organization's key priorities of thrusts, and (d) a constant search for opportunities consistent with organizational goals.","Made available in DSpace on 2014-12-15T18:51:20Z (GMT). No. of bitstreams: 1 8711863.pdf: 5677503 bytes, checksum: 161a4530876bb450219548750569ab48 (MD5) Previous issue date: 1987","Embargo set by: Seth Robbins for item 69275 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","146 p.","Thesis (Educat.D.)--University of Illinois at Urbana-Champaign, 1987."]},{"key":"dc:title","label":"Title","values":["Planning Practices of Administrators in Continuing Higher Education"]}]}],"canonical_facts":{"dc:creator":["Rink, Patricia Ann"],"dc:date":["2014-12-15T18:51:20Z","10000-01-01","1987"],"dc:description":["Continuing education administrators in colleges and universities have indicated a growing awareness of the need for effective planning. As the topic of planning has gained prominence, so have discussions of strategic planning. It is frequently presented to continuing higher education administrators as a means of defining organizational mission and goals and achieving planned development. However, many strategic planning models involve the use of a highly structured, formal planning process. Little has been known about whether these models provide a realistic decision-making tool for continuing higher education administrators.","Utilizing grounded theory methodology, this study sought to investigate, describe, and draw generalizations about ways in which successful continuing education administrators plan for their organizations. A peer nomination process was used to identify seven exemplary deans of continuing education in midwestern universities. Data for the study were gathered primarily through interviews with the deans and members of their staffs and through content analysis of related documents.","The study found that planning is not the formal, sequential process typically depicted in the literature. The data also refuted the notion that the result of planning must be a "plan," a document prescribing specific actions within a given time frame. Planning occurred continuously as administrators assessed what was going on around them and considered the implications for the organization's short-term and long-term development. Administrators viewed the result of their planning as a consensus among continuing education staff about the organization's appropriate mission and major goals and their roles in helping achieve them.","Efforts by administrators to plan shared four essential elements: (a) a strong sense of continuing education's mission as it relates to both the parent institution and the external environment, (b) continual information gathering about the institution and the environment, (c) establishment of broad goals that indicate the organization's key priorities of thrusts, and (d) a constant search for opportunities consistent with organizational goals.","Made available in DSpace on 2014-12-15T18:51:20Z (GMT). No. of bitstreams: 1 8711863.pdf: 5677503 bytes, checksum: 161a4530876bb450219548750569ab48 (MD5) Previous issue date: 1987","Embargo set by: Seth Robbins for item 69275 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","146 p.","Thesis (Educat.D.)--University of Illinois at Urbana-Champaign, 1987."],"dc:identifier":["http://hdl.handle.net/2142/69109","(UMI)AAI8711863"],"dc:subject":["Education, Adult and Continuing"],"dc:title":["Planning Practices of Administrators in Continuing Higher Education"],"dc:type":["text"],"thesis:degree_discipline":["Education"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Educat.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:26:00Z"}