APPA Publications Transform, Inform, and Inspire
Thought Leaders Report 2020: Preparing for the Student of 2024 [PDF]
Students entering higher education in the next decade will be the most diverse incoming class in higher education history—and the vanguard of an increasingly diverse generation. They will have been raised with technology from birth and will consider online interaction as natural as breathing. They will be alert to the importance of mental health and wellness, both in themselves and in their peers. They will have low tolerance for slow administrative processes. They will expect their professors to teach in engaging, interactive ways and make smart use of technology. They will expect a lot of them¬selves. They will expect a lot of their institutions. They will know what they are paying for their education, and they will demand every penny’s worth. Is today’s campus ready for these students? The answer: Yes—and no. Higher education is moving in the right direction, but it faces unprecedented demands and challenges. We are only now beginning to understand that the old normal is never coming back. We must find ways to adapt to a new normal and a new set of expectations from our future students.
Building Commissioning Handbook, Third Edition
[Print] New! Operational Guidelines for Educational Facilities: Grounds
Fully updated with current and vital information on staffing, service levels, and technological advances, while emphasizing sustainabilty, and using real-world examples you can use at YOUR facility! Please see the APPA Guidelines/GroundsOpsStaff Package which includes a free copy of this publication!
[E-Book] Operational Guidelines for Educational Facilities: Grounds
Fully updated with current and vital information on staffing, service levels, and technological advances, while emphasizing sustainability, and using real-world examples you can use at YOUR facility!
Growing Weeders into Leaders
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Thought Leaders Report 2019: Innovation in an Age of Disruption [PDF]
How do you think outside the box? In other words, how do you approach thinking differently about the world around you and your institutional and organizational challenges? More importantly, how do you go beyond just thinking differently to actually seeing things differently?
This question is what drove the entire 2019 APPA Thought Leaders symposium as they explored the mechanics of innovation. They drew on the experience of experts in innovation and entrepreneurship and discussed ways to protect experimentation and creativity from institutional forces dedicated to the status quo. They practiced developing innovative strategies for addressing the challenges facing higher education. And they learned that creativity must be fostered and encouraged within an institution, by modeling the entrepreneurial mindset to instill a curiosity to innovate.
Download this publication for the key takeaways from this thorough and engaging report.
Product—Process—People: The Principles of High-Performance Management.
The reason why most management theories don’t work is because they don’t connect the dots. Instead, they focus on the activities of management: how to plan, organize, direct, staff, control, innovate, market, strategize, and lead. Instead, the goal of this book is to show you how to develop and combine three ingredients (products, processes and people) to create a high-performing organization.
Chapter One is devoted to products, the first leg of management. Without a product there is no business, so begin with its design and how it must meet the needs of the customer.
Chapter Two is focused on processes. Processes are the means by which we produce products. Although there are countless books, research materials, and courses available on process design and improvement, this chapter focuses on a few critical principles that you must understand to ensure that your processes are efficient and effective.
Chapter Three deals with the most complex and difficult ingredient of the three management components—people. People actually produce and deliver your product using the processes you have designed. If they are not properly engaged with you in the business and are not committed to its success, they can sabotage your most skillful plans.
Chapter Four concludes with a summary of how to actually implement these principles and gauge your progress in improving your management skills and the performance of your organization.
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