Final report of the Commissioners of inquiry into the affairs of King's college university, and Upper Canada college.

Mode of access: Internet.

Capacity and transformational development within the 2005 Canada Summer Games host society

Although capacity has been used in recent federal government accords and policies related to the voluntary and amateur sport sectors, there is little consensus over the meaning of the term. Consequently, the purpose of this qualitative case study was to explore the concept of organizational capacity within a temporary voluntary sport organization. Specifically, the nature of organizational capacity was examined within the case of the Volunteers Division of the 2005 Canada Summer Games (CSG) Host Society. Data were collected from executive planning and middle management CSG volunteers through the use of a variety of methods: verbal journals, interviews, observations, documents and a focus group. Findings indicated several challenges associated with the volunteer management model utilized by the host society, varying levels of importance among six elements of capacity, and key aspects of the relationship between organizational capacity and transformational development. Implications focused upon the importance of highlighting individuals rather than the organizational as a whole in order to build capacity, and utilizing a brain or hybrid brain-machine organizational form to enhance capacity. Recommendations are provided for both the Canada Games Council and Canada Games host societies.

Preparing students for the transition from college to work /

The purpose of this study was to examine the perceived preparedness of college students for the transition from college to full-time employment. The study was concerned with the interest and rationale behind developing a required Exit Course for college students in order to improve the college to work transition. As well, possible content of an Exit Course was evaluated. The importance of addressing college to work transitions is highlighted by two phenomena. First, there are specific employability skills that employers in Canada are seeking in newly hired employees. Second, the provincial government in Ontario is determining college funding based on graduate employment statistics which are measured by graduate satisfaction, graduate employment, and employer satisfaction. The research concentrated on the following stakeholders involved in the transition from college to work: (a) current students, (b) recent graduates, (c) support staff who assist students in college to work transition (Career Educators), and (d) employers. Through qualitative research, including focus groups and interviews, these stakeholder groups participated in the research to determine if the Exit Course was a viable solution to facilitate the transition from college to work. Focus groups were conducted with current students, while one-on-one, semi-structured interviews were conducted with recent graduates, Career Educators, and employers. Common themes elicited from the participants included the following: (a) although students were perceived by the participants of this study to be technically prepared for employment, they were perceived to have weak job search skills and unrealistic expectations of the world of work unless they had received the benefits of a Co-operative Education experience; (b) an Exit Course was seen as a viable solution to the issues involved in college to work transition; (c) an Exit Course should be comprised of skills necessary to obtain and succeed in a job and the course should be taught by individuals with extensive qualifications in this area; and (d) there is a need to develop college and business partnerships to ensure that students are connected to employers. Educators within post secondary institutions, specifically colleges, can benefit from the information provided within this study to gain a better understanding of the perceived level of preparedness of students for the transition from college to work. Suggestions with regard to how to improve this transition were made, with specific reference to the addition of an Exit Course as one possible solution.

Applying andragogy to the open college learner

Questionnaires were sent to 703 Open College students. The questionnaire asked questions regarding personal demographics, how they felt about andragogy as postulated by Malcolm Knowles, and invited responses pertaining to the institutional practices of Open College. Two hundred and ninety-four responses were received. The information was synthesized and used descriptively. The information regarding andragogy was also used descriptively and analyzed using chi-square. The statistics were compared by gender. No significant difference was found. Students rejected the concept of self-directed learning. They did use their past experience when preparing assignments, however. They also entered Open College in order to learn how to do something better rather than for esoteric reasons. In fact, their whole orientation to learning was very practical in nature. The factors motivating these learners were internal rather than external. In addition, institutional practices were identified that could further enhance the Open College experience.

Hesperian College football team, Woodland, California, 1891

Hesperian College football team, Woodland, California, 1891. Standing, left to right: Sidney Elston, Ernest Norton, Charlie Elston, Charlie Merritt, Jimmie Johnston, Rolls Bray, Frank Zimmerman. Seated, left to right: John Gardner, Bill Banks, Jerry Rust, Bob Simons. On floor, left to right: Joe Harlan, George Martin.

Chapman College Gymnasium

The Chapman College Gymnasium, Orange, California. Also called "The Box." Originally an Orange Union High School building, it was dedicated March 26, 1926 and torn down in January, 1977 to make way for the Hutton Sports Center.

Davis L. Chamberlin, Betty Hutton, and George Argyros with cake for the Hutton Sports Center groundbreaking, March 22, 1977

Davis L. Chamberlin, Betty Hutton, and George Argyros with cake for the Hutton Sports Center groundbreaking, March 22, 1977. The Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California was completed in 1978, named in honor of this former trustee, and made possible by a gift from his widow, Betty Hutton Williams.

Davis Chamberlin and Ross McClintock with donor J. Robert Fluor II, Chapman College, Orange, California

Davis Chamberlin and Ross McClintock hold a check from J. Robert Fluor II, a donation towards construction of the Hutton Sports Center, Chapman College, Orange, California. The Harold Hutton Sports Center completed in 1978, is named in honor of this former trustee.

George Argyros, Betty Hutton, and G. T. "Buck" Smith at the dedication of Hutton Sports Center

George Argyros, Betty Hutton Williams, and G. T. "Buck" Smith at the dedication of Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California, on Founders' Day, November 10, 1979. The Harold Hutton Sports Center, completed in 1978, is named in honor of this former trustee, and made possible by a gift from his widow, Betty Hutton Williams.

Stadium and track before renovation, Chapman College, Orange, California

Stadium and track before renovation, Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California. The Harold Hutton Sports Center, completed in 1978, is named in honor of this former trustee, and made possible by a gift from his wife, Betty Hutton Williams. The facility was renovated in the 1990s.

Registration inside the gymnasium, Chapman College, Orange, California

Registration in the gymnasium, Hutton Sports Center, Chapman College, Orange, California. The Harold Hutton Sports Center completed in 1978 and dedicated in 1979.

Moving from values inaction to values-in-action : an exploration of how values can be managed intentionally by national sports organizations

The study examined the intentional use of National Sport Organizations' (NSOs) stated values. Positive Organizational Scholarship (POS) was applied to an Appreciative Inquiry (AI) approach of interviewing NSO senior leaders. One intention of this research was to foster a connection between academia and practitioners, and in so doing highlight the gap between values inaction and values-in-action. Data were collected from nine NSOs through multiple-case studies analysis of interview transcripts, websites, and constitutional statements. Results indicated that while the NSOs operated from a Management by Objectives (MBO) approach they were interested in exploring how Management by Values (MBV) might improve their organization's performance. Eleven themes from the case studies analysis contributed to the development of a framework. The 4-1 framework described how an NSO can progress through different stages by becoming more intentional in how they use their values. Another finding included deepening our understanding of how values are experienced within the NSO and then transferred across the entire sport. Participants also spoke about the tension that arises among their NSO' s values as well as the dominant values held by funding agents. This clash of values needs to be addressed before the tension escalates. Finally, participants expressed a desire to learn more about how values can be used more intentionally to further their organization's purpose. As such, strategies for intentionally leveraging values are also suggested. Further research should explore how helpful the 4-1 framework can be to NSOs leaders who are in the process of identifying or renewing their organization's values.

New signage for the Chapman College Gymnasium, Orange, California, September, 1973

New signage for the Chapman College Gymnasium, Orange, California, September, 1973. Also called "The Box." Originally an Orange Union High School building, it was dedicated March 26, 1926 and torn down in January, 1977 to make way for the Hutton Sports Center.