03996nam a22005175i 4500001001800000003000900018005001700027007001500044008004100059020003700100024003500137050001200172072001400184072001600198072002300214072001300237072001500250100008600265245012900351250001800480264006900498300004300567336002600610337002600636338003600662347002400698490003700722505037400759520184401133650003102977650002203008650003203030650003303062650003003095650004903125710003403174773002603208776003603234776003603270776003603306830004403342856004603386912001403432912001503446999001703461978-3-031-43930-8DE-He21320251030110904.0cr nn 008mamaa231228s2024    sz |    s    |||| 0|eng d  a97830314393089978-3-031-43930-87 a10.1007/978-3-031-43930-82doi 4aQA76.17 7aU2bicssc 7aTBX2bicssc 7aCOM0800002bisacsh 7aU2thema 7aTBX2thema1 aFreeman, Peter A.eauthor.4aut4http://id.loc.gov/vocabulary/relators/aut96872510aVision and Actualization in Academiah[electronic resource] :bGeorgia Tech’s College of Computing /cby Peter A. Freeman.  a1st ed. 2024. 1aCham :bSpringer Nature Switzerland :bImprint: Springer,c2024.  aXIV, 179 p. 1 illus.bonline resource.  atextbtxt2rdacontent  acomputerbc2rdamedia  aonline resourcebcr2rdacarrier  atext filebPDF2rda1 aHistory of Computing,x2190-684X0 a1. Prologue -- 2. Early Days of Computing at Georgia Tech (1947–1978) -- 3. Adding the Keystone (1978–1987) -- 4. Productive Turmoil (1987–1990) -- 5. Laying the Foundation for a College (1990–1996) -- 6. Building on the Foundation (1996–2002) -- 7. Strategic Expansion (2002–2010) -- 8. Growth by Innovating the Future (2010–2022) -- 9. (TBD) Conclusion.  aAlthough difficult, change in academic structures is necessary today, especially in fast-changing fields today such as biology, computing, management, the social sciences, and others. This includes changes within existing organizations as well as creation of new structures and reorganizations or eliminations of older ones. This narrative attempts first to document the historical rise of an organization, Georgia Tech’s College of Computing, that has touched and successfully changed the lives of thousands of people. Second, it aims to identify and explicate some of what has led to this widely acknowledged success. The book provides a chronological narrative that highlights major changes taken under each successive leader. These changes have built on one another, knowingly or otherwise, to create a growing organization that rivals in size and prominence longer established parts of the university. The case study, while of an academic organizationfocused on computing, provides general lessons applicable almost anywhere. Topics and features: Discusses the nature and uses of visions, both general and specific Shows how visions can be used to drive specific actions and resource allocations Illustrates the choice and use of enduring organizational principles Outlines a simple strategic-planning method and its application Indicates results of this overall approach This book will be of interest to anyone interested in organizational change, especially in academia, and to those interested in Georgia Tech. It will also appeal to policymakers in education, government, and industry; as well as anyone interested in the historical growth of the computing milieu broadly. Peter A. Freeman was Founding Dean and Professor in the College of Computing at Georgia Tech from 1990 to 2002. Today he is an Emeritus Dean and Professor. 0aComputersxHistory.967654 0aEducation.959242 0aTechnical education.96587114aHistory of Computing.96765624aEducation Science.96872624aEngineering and Technology Education.9658752 aSpringerLink (Online service)0 tSpringer Nature eBook08iPrinted edition:z978303143929208iPrinted edition:z978303143931508iPrinted edition:z9783031439322 0aHistory of Computing,x2190-684X96872740uhttps://doi.org/10.1007/978-3-031-43930-8  aZDB-2-SCS  aZDB-2-SXCS  c56953d56953