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作者 Jordan, Elizabeth Jean
書名 Creating and maintaining a student-centered culture at an international branch campus: A case study examining the roles of faculty, staff, and students at the University of Nevada, Las Vegas Singapore campus
國際標準書號 9781267077103
book jacket
說明 205 p
附註 Source: Dissertation Abstracts International, Volume: 73-04, Section: A, page:
Advisers: Mark P. Robison; Michael A. Diamond
Thesis (Ed.D.)--University of Southern California, 2011
In August 2006 the University of Nevada, Las Vegas (UNLV), through its internationally recognized program in Hospitality Administration, opened its first international branch campus in Singapore and graduated its first undergraduate cohort of 34 students in 2009. UNLV Singapore quickly expanded its scope of service; in the first three years undergraduate enrollment increased by 40 percent. In March 2010, UNLV Singapore partnered with the Singapore Institute of Technology to increase access for undergraduate Singaporean students and in August 2010, UNLV Singapore welcomed its largest cohort to date, 280 first-year students. UNLV Singapore purports to accomplish its student and researched-focused mission by creating and sustaining a student-centered learning environment. A single case study was conducted to determine how this Singapore campus differs from traditional brick and mortar home institutions in seeking to create and maintain a student-centered campus environment for UNLV's undergraduate program. Specifically, this case study addressed the formal and informal roles of faculty, staff, and students at the Singapore location and how they contributed to the creation and maintenance of the institutional culture
The principal finding from the analysis of interviews, participant observation, and written materials is that UNLV created a student-centered environment at its first international branch campus in Singapore by supporting holistic student development through elements found in the curriculum, co-curriculum, community, and culture. The results of student, faculty, and staff interviews demonstrate that the founding dean was the catalyst for creating an environment oriented to educating and producing student leaders that would become leaders in the hospitality industry. Students were given a variety of opportunities to assume informal and formal roles through the co-curriculum that allowed for the culture to grow and develop from student cohort to student cohort. Faculty and staff supported this process by engaging students both in and out of the classroom and promoting collaborative assignments and activities
School code: 0208
Host Item Dissertation Abstracts International 73-04A
主題 Asian Studies
Education, Higher Education Administration
Education, Leadership
Education, Administration
Alt Author University of Southern California. Education(Higher and Post-Secondary Education)
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