The central theoretical basis of genealogy lies in the process of familial reconstitution. Beginning with a family the investigator uses certain principles and laws the theory to posit a possible source of additional relevant information. By using the theory again the investigator is able to establish the evidence as justifying an extension to the family and pedigree.
Termination of Faculty under Special Circumstances If, in the judgment and discretion of the Board of Regents, reductions in legislative appropriations for faculty salaries; governmentally mandated reductions in faculty positions; significant loss of enrollment; consolidation of departments or other reorganization; dropping of courses, programs, or activities for educational or financial reasons; or financial exigency makes such action advisable, the employment of a faculty member who has been granted tenure or of any other faculty member before the expiration of the stated period of his or her employment, may be terminated in accordance with the provisions of Chapter V, Section 4.
Academic Planning Academic disciplines ebb and flow over time as student career choices and the educational predilections of the society change. Inevitably, the size of the full-time-equivalent faculty allocated to a department or program will fluctuate, expanding in periods of growth and contracting in periods of retrenchment.
The Provost customarily has the responsibility of adjusting departmental faculty size appropriately during such routine periods of growth or decline, so that in the long run all departments are treated equitably and the educational goals of the institution are achieved.
Tenured faculty may not be arbitrarily dismissed as a result of these routine periodic adjustments to departmental full-time equivalent FTE faculty. Thus, the Provost must insure that each department maintains a healthy balance between tenured and untenured faculty; if too few are tenured, there can be no departmental continuity; if too many are tenured, the department loses flexibility.
Introduction Within limitations imposed by state and federal legislative and executive authority, Texas State, like other public universities, does conceive, recommend, and execute its own educational policies.
The power to govern the institution rests primarily with the Texas State Board of Regents, which is responsible for operating the university.
Practically, though, the duties of governance are largely delegated to and shared by administration and faculty. Through a complex system of hierarchical administrative offices, advisory councils, ad hoc and permanent committees, and elected and appointed faculty bodies, governance in one way or another involves every member of the University community.
It is the responsibility of all administrators and faculty members to familiarize themselves with and participate in the process of governance.
The following paragraphs identify the major components of this process at Texas State. Board of Regents The Board of Regentsa nine-member panel appointed by the governor, is responsible under state law for general control and management of the universities in the Texas State University System: A board committee of three members has specific responsibility for this university.
Regent approval is required for most formal pieces of business transacted by the University: Since so many substantive decisions require Regent ratification, the role of the administration and faculty in governance is essentially recommendatory. The President The Board of Regents meets regularly four times a year.
Much of the responsibility for conducting the day-to-day operation of the institution is delegated to the Texas State University President and his or her administrative staff.
The President is appointed by, and serves at the pleasure of, the Board of Regents. Infor the first time, the Board of Regents appointed a search committee composed of Regents, faculty, administration, students, alumni, and community members to screen and recommend candidates for the presidency.
The President has discretionary powers to promote effective administration of the institution and deal with issues that may arise between board meetings. By virtue of these injunctions, the on-campus organizational structure referred to above is in essence an extension of the Presidential Office.
The President has legal authority to approve or reject recommendations on matters that ultimately require explicit board approval and to make binding final decisions on recommendations involving subjects that do not require board action.
It meets weekly to deal with major issues, make recommendations on policy, set goals, launch programs, and coordinate implementation of programs and plans.
In addition, the Provost systematically solicits suggestions on faculty governance by meeting monthly with the faculty senate in the President's academic advisory group PAAG.
Much of the authority to conduct business and develop recommendations granted the President is delegated throughout the administrative structure.
At Texas State, the administrative structure is divided into six categories: Each of these divisions of the University is headed by a Vice President or Director. A complete list of Presidential councils and committees is available at http: Simply stated, a Provost is the chief academic officer of a college or university.
The academic administration-consisting of the Provost, college deans, school directors, and department chairs-is responsible for providing effective academic leadership, securing an accurate evaluation of instruction, scholarly and creative activity, service, and maintaining a high level of faculty morale.The Online Writing Lab (OWL) at Purdue University houses writing resources and instructional material, and we provide these as a free service of the Writing Lab at Purdue.
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